Research Article

Perceived organizational support and leader-member exchange in cultivating innovative behaviour in South African organizations


Abstract

South Africa, as a developing and emerging economy, needs to participate in innovative, creative and entrepreneurial activities. In this context, it is necessary to study the effects of perceived organizational support and leader-member exchange on innovative behaviour in South African organizations. This empirical study was conducted within a quantitative positivist paradigm. A cross sectional design method was applied. A total of 1919 participants completed the self-administered surveys. A total of 31 organizations participated, with 73% of the respondents from the private sector, 18% from the public sector and 9% from state-owned entities. Both perceived organizational support and leader-member exchange were found to have a statistically significant effect on innovative behaviour in both the private and public sectors. Only leader-member exchange indicated a positive effect on innovativeness for state-owned entities. Furthermore, leader-member exchange was found to have a mediatory effect on the relationship between perceived organizational support and innovative behaviour, irrespective of the sector. The findings highlight the importance of the quality of leader-member exchange in improving both employee innovative behaviours as well as strengthening and reinforcing employees’ perception of organizational support.

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