Investigating the Relationship between Leadership Styles and Employee Innovation Behavior in Thai Private Universities
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| Title: | Investigating the Relationship between Leadership Styles and Employee Innovation Behavior in Thai Private Universities |
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| Language: | English |
| Authors: | Jinze Liu (ORCID |
| Source: | Educational Process: International Journal. Article e2025353 2025 17. |
| Availability: | UNIVERSITEPARK Limited. iTOWER Plaza (No61, 9th floor) Merkez Mh Akar Cd No3, Sisli, Istanbul, Turkey 34382. e-mail: editor@edupij.com; Web site: http://www.edupij.com/ |
| Peer Reviewed: | Y |
| Page Count: | 21 |
| Publication Date: | 2025 |
| Document Type: | Journal Articles Reports - Research |
| Education Level: | Higher Education Postsecondary Education |
| Descriptors: | Foreign Countries, Private Colleges, Leadership Styles, College Faculty, Employer Employee Relationship, Innovation, Administrator Behavior, Teacher Behavior, Self Efficacy, Communication (Thought Transfer), Teacher Attitudes, Teacher Surveys, Knowledge Base for Teaching, Teacher Administrator Relationship |
| Geographic Terms: | Thailand |
| ISSN: | 2147-0901 2564-8020 |
| Abstract: | Background/purpose: In the context of increasing competition in higher education, Thai private universities face ongoing challenges in promoting employee innovation. Although leadership is widely recognized as a key factor influencing innovation behavior, prior research often examines leadership styles in isolation. This study aims to investigate the integrated effects of responsible, servant, and transformational leadership on employee innovation behavior, with a particular focus on the mediating roles of knowledge sharing and innovative self-efficacy. Materials/methods: A quantitative research approach was employed using a structured questionnaire distributed to employees in Thai private universities. Structural equation modeling (SEM) was applied to analyze the hypothesized relationships and examine the mediating effects. Results: The findings reveal that responsible, servant, and transformational leadership styles are commonly practiced in Thai private universities. These styles have significant positive effects on both knowledge sharing and innovative self-efficacy, which in turn enhance employee innovation behavior. Moreover, knowledge sharing and innovative self-efficacy act as key mediators that strengthen the relationships between leadership styles and innovation behavior. Conclusion: This study demonstrated that responsible, transformational, and servant leadership each play a crucial role in fostering employee innovation behavior in Thai private universities. Responsible leadership builds trust and open communication, encouraging knowledge sharing and innovation. Transformational leadership motivates employees to exceed expectations and enhances their confidence to innovate. Servant leadership supports employee development and well-being, creating a collaborative environment that nurtures innovation. Together, these leadership styles enhance knowledge sharing and innovative self-efficacy, ultimately contributing to a dynamic, innovation-driven academic culture. |
| Abstractor: | As Provided |
| Entry Date: | 2025 |
| Accession Number: | EJ1483892 |
| Database: | ERIC |
| Abstract: | Background/purpose: In the context of increasing competition in higher education, Thai private universities face ongoing challenges in promoting employee innovation. Although leadership is widely recognized as a key factor influencing innovation behavior, prior research often examines leadership styles in isolation. This study aims to investigate the integrated effects of responsible, servant, and transformational leadership on employee innovation behavior, with a particular focus on the mediating roles of knowledge sharing and innovative self-efficacy. Materials/methods: A quantitative research approach was employed using a structured questionnaire distributed to employees in Thai private universities. Structural equation modeling (SEM) was applied to analyze the hypothesized relationships and examine the mediating effects. Results: The findings reveal that responsible, servant, and transformational leadership styles are commonly practiced in Thai private universities. These styles have significant positive effects on both knowledge sharing and innovative self-efficacy, which in turn enhance employee innovation behavior. Moreover, knowledge sharing and innovative self-efficacy act as key mediators that strengthen the relationships between leadership styles and innovation behavior. Conclusion: This study demonstrated that responsible, transformational, and servant leadership each play a crucial role in fostering employee innovation behavior in Thai private universities. Responsible leadership builds trust and open communication, encouraging knowledge sharing and innovation. Transformational leadership motivates employees to exceed expectations and enhances their confidence to innovate. Servant leadership supports employee development and well-being, creating a collaborative environment that nurtures innovation. Together, these leadership styles enhance knowledge sharing and innovative self-efficacy, ultimately contributing to a dynamic, innovation-driven academic culture. |
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| ISSN: | 2147-0901 2564-8020 |
