SERVANT LEADERSHIP, ORGANIZATIONAL INNOVATION CLIMATE, AND INNOVATION PERFORMANCE: THE MEDIATING ROLE OF INNOVATION CAPABILITY
Abstract
This study aims to explore the mechanism through which service-oriented leadership and organizational innovation climate influence innovation performance via innovation capability. A literature review initially constructed a theoretical model based on social exchange theory and dynamic capability theory, delineating the relationships among service-oriented leadership, organizational innovation climate, innovation capability, and innovation performance. Subsequently, a survey was conducted among employees of service-oriented enterprises in Jiangxi Province, China, resulting in a sample of 200 responses. Statistical analysis was then performed using the mathematical programming software R, encompassing tests for reliability, validity, goodness of fit, common method bias, and multicollinearity. Descriptive statistics, analysis of variance, correlation analysis, regression analysis, confirmatory factor analysis, and structural equation modeling were subsequently conducted, along with the use of Preacher and Hayes techniques and Bootstrap techniques to verify the mediating effects. The research findings reveal a significant positive correlation between service-oriented leadership, organizational innovation climate, innovation capability, and innovation performance. Innovation capability acts as a mediator between service-oriented leadership and innovation performance, as well as between organizational innovation climate and innovation performance. In practical terms, the study provides actionable guidance for enterprise managers, emphasizing the critical roles of innovation capability, service-oriented leadership, and organizational innovation climate in innovation performance. These findings are of paramount importance for enhancing both the innovation capability and innovation performance of enterprises, while also offering new perspectives and methods for management practices.
