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Drawing upon social exchange theory and self-determination theory, this study investigates the mechanisms through which value-based leadership is associated with employee innovative behavior. Specifically, this study examined organizational identification as a mediator and person-organization matching as a moderator in this relationship. Using a sample of 412 employees from various organizations in China, this study conducted hierarchical regression analyses to test our hypotheses. The results reveal that value-based leadership significantly and positively predicts employee innovative behavior, and this relationship is partially mediated by organizational identification. Furthermore, person-organization matching moderates the relationship between value-based leadership and organizational identification, such that the positive effect is stronger when person-organization matching is high. Additionally, person-organization matching moderates the indirect effect of value-based leadership on innovative behavior via organizational identification. These findings contribute to the leadership and innovation literature by elucidating the psychological mechanisms and boundary conditions of value-based leadership’s influence on employee innovation. Practical implications for organizations seeking to foster innovative behavior through value-based leadership are discussed.
Rongcheng Liang (Tue,) studied this question.