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Impact mechanism of direct supervisor’s leadership behaviors on employees’ extended use of information technologies

Impact mechanism of direct supervisor’s leadership behaviors on employees’ extended use of... The purpose of this paper is to examine the mediating effect of job autonomy on the relationship between direct supervisor’s transformational leadership behaviors and employees’ extended use of information technologies (IT). In addition, this study considers IT innovativeness as a significant moderator in the research model, in order to examine if the relative influences of leadership behaviors on IT extended use are contingent upon employees’ IT innovativeness.Design/methodology/approachA field survey was conducted in China and empirical data were collected from 299 employees who use IT in support of daily work. Structural equation modeling technique was used to examine the research model and corresponding hypotheses.FindingsThe empirical results indicate that: three dimensions of transformational leadership, specifically interpersonal consideration, intellectual stimulation and inspirational motivation, are significant antecedents of employees’ IT extended use; perceived job autonomy partially mediates the relationships between transformational leadership behaviors and IT extended use; and employees’ IT innovativeness positively moderates the effects of transformational leadership behaviors on IT extended use.Practical implicationsThis study can provide first-line managers with a better understanding of how to stimulate employees to make an extended use of IT by granting them more freedom in job assignments. Furthermore, the managers also need attend to subordinates’ personal IT innovativeness when exhibiting transformational leadership behaviors.Originality/valueThis study contributes to the extant literature of IT extended use through the lens of transformational leadership and job characteristics theory. In particular, this study identifies the boundary condition of the proposed research model by uncovering the moderating effect of IT innovativeness between transformational leadership behaviors and IT extended use. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Enterprise Information Management Emerald Publishing

Impact mechanism of direct supervisor’s leadership behaviors on employees’ extended use of information technologies

Shao, Zhen
Journal of Enterprise Information Management , Volume 32 (4): 20 – Jun 18, 2019
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References (68)

Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
1741-0398
DOI
10.1108/jeim-07-2018-0160
Publisher site
See Article on Publisher Site

Abstract

The purpose of this paper is to examine the mediating effect of job autonomy on the relationship between direct supervisor’s transformational leadership behaviors and employees’ extended use of information technologies (IT). In addition, this study considers IT innovativeness as a significant moderator in the research model, in order to examine if the relative influences of leadership behaviors on IT extended use are contingent upon employees’ IT innovativeness.Design/methodology/approachA field survey was conducted in China and empirical data were collected from 299 employees who use IT in support of daily work. Structural equation modeling technique was used to examine the research model and corresponding hypotheses.FindingsThe empirical results indicate that: three dimensions of transformational leadership, specifically interpersonal consideration, intellectual stimulation and inspirational motivation, are significant antecedents of employees’ IT extended use; perceived job autonomy partially mediates the relationships between transformational leadership behaviors and IT extended use; and employees’ IT innovativeness positively moderates the effects of transformational leadership behaviors on IT extended use.Practical implicationsThis study can provide first-line managers with a better understanding of how to stimulate employees to make an extended use of IT by granting them more freedom in job assignments. Furthermore, the managers also need attend to subordinates’ personal IT innovativeness when exhibiting transformational leadership behaviors.Originality/valueThis study contributes to the extant literature of IT extended use through the lens of transformational leadership and job characteristics theory. In particular, this study identifies the boundary condition of the proposed research model by uncovering the moderating effect of IT innovativeness between transformational leadership behaviors and IT extended use.

Journal

Journal of Enterprise Information Management – Emerald Publishing

Published: Jun 18, 2019

Keywords: Transformational leadership; Job autonomy; IT extended use; IT innovativeness

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