Group-4-Emanil-Plomo-Villarimo-Yusta.pptx

1. THE MEDIATION BETWEEN PARTICIPATIVE LEADERSHIP AND EMPLOYEE EXPLORATORY INNOVATION: EXAMINING INTERMEDIATE KNOWLEDGE MECHANISMS Authors: Yi Ying Chang , Ian R. Hodgkinson , Paul Hughes , Che-Yuan Chang 13 May 2019 Leadership & Organization Development Journal (Emerald Publishing Limited) - Vol. 40, Iss : 3, pp 334-355 Leadership & Organizational Development Journal Reported by: Apple Gay Villarimo , Kemp Hazel Rae Yusta, Rachel Plomo , Edna Emanil

2. The article discusses the relationship between participative leadership and employee exploratory innovation. The study examines the role of intermediate knowledge mechanisms on this relationship using a time-lagged questionnaire method. The structural equation modeling results reveal that participation, coworker knowledge sharing, and absorptive capacity partially mediate this relationship. The article also discusses the theory of organizational learning and its application in the emerging economy. A brief summary of the article.

3. How does participative leadership influence employee exploratory innovation through intermediate knowledge mechanisms? Also, the problem, in this case, is to understand how participative leadership, which encourages and supports employees to participate in the decision-making process of organizations, affects employee exploratory innovation, which refers to the creation of new knowledge and products that deviate from existing practices. The study also investigates how coworker knowledge sharing and absorptive capacity mediate this relationship, meaning how they help transfer and utilize knowledge within the organization. The study aims to contribute new knowledge on how participative leadership can foster a culture of innovation and learning in organizations. Give a brief summary of the problem in this case.

4. Areas for Consideration Generalizability: The study focuses on technology firms in Taiwan. Boundary conditions: The investigation only examines individual-level mediation effects and does not consider the influence of organizational culture or team-level variables. Causal mechanisms: The paper suggests that theories of motivation, citizenship, or entrepreneurship could offer insights into the causal mechanisms between leadership and employee innovation.

5. Main Issue or Disagreement The main issue in this paper is the examination of the role of intermediate knowledge mechanisms on the participative leadership-employee exploratory innovation relationship. The paper explores how coworker knowledge, absorptive capacity, and coworker knowledge sharing mediate the relationship between participative leadership and employee exploratory innovation.

6. Based on the journal read, it is therefore concluded that participative leadership is positively related to employee exploratory innovation, and coworker knowledge and absorptive capacity partially mediate the relationship between participative leadership and employee exploratory innovation independently; and that coworker knowledge sharing in combination with absorptive capacity partially mediates this relationship Conclusion

7. IN THE SURVEY, THEY CONDUCTED 3 ROUNDS OF REMINDERS IN EVERY QUARTER. In quarter 1, sent surveys to the 1786 subordinates to rate their direct supervisor’s PARTICIPATIVE LEADERSHIP. Recycled 1745 valid subordinate’s questionnaires (97.7%) from 79 firms. In quarter 2, Once again sent surveys to the 1745 subordinates to rate their COWORKER KNOWLEDGE SHARING. Recycled 1701 valid subordinate’s questionnaires (97.5%) from 79 firms. In quarter 3, sent surveys to 1701 supervisors within those same firms to rate their direct subordinate’s ABSORPTIVE CAPACITY. Recycled 1652 valid supervisor’s questionnaires (97.1%) from 79 firms. IN QUARTER 4, sent surveys to the 1652 supervisors to rate their direct subordinate’s EXPLORATORY INNOVATION

8. The results reveal that coworker knowledge sharing does significantly mediate the relationship between the participative leadership and employee exploratory innovation, and that absorptive capacity significantly mediates the relationship between participative leadership and employee exploratory innovation. Similarly, coworker knowledge sharing and absorptive capacity together mediate the relationship between participative leadership and employee exploratory innovation. The results reveal that coworker knowledge-sharing and absorptive capacity significantly mediate the relationship between participative leadership and employee exploratory innovation.

9. In this study, it is further indicated that organizations can use participative leadership through different paths such as coworker knowledge sharing and absorptive capacity to promote employee exploratory innovation. Specifically, knowledge sharing is a significant precursor to absorptive capacity, and both mechanisms in conjunction act as an enabler of employee exploratory innovation outcomes, from participative leadership. This finding highlights a sequential and joint relationship in their mediation effects. Thus, participative leadership promotes employee exploratory innovation through both the feed-forward and the feedback of knowledge flows. The findings clearly demonstrate that while participative leadership is indeed important to realizing employee exploratory innovation there exist key intermediate knowledge mechanisms that carry significant mediation effects both independently and jointly. Finally, the findings demonstrate that coworker knowledge sharing and employee absorptive capacity are fundamental for firms to realize enhanced employee exploratory innovation from participative leadership, both independently and in their joint effect which strengthens this relationship further.

10. Cross-functional Collaboration – It can exercise collaboration across different departments and teams within the organization that will tackle complex problems and generate innovative solutions by bringing together individuals with different expertise and backgrounds. Feedback and recognition – This will implement a strong and healthy feedback and recognition system that acknowledges and rewards innovative contributions from employees. Recognizing and celebrating innovation encourages employees to continue thinking creatively. Open communication channels – Creating an open and transparent communication channel within the organization will encourage employees to share their ideas, concerns, and feedback without fear of receiving harsh judgments. An open communication culture can lead to the discovery of innovative solutions. Suggestions / Recommendations

11. Customer-Centric Approach – This will encourage employees to think from a customer's perspective. Understanding customer needs and preferences can inspire innovative product or service development. Regularly gather customer feedback and involve employees in the process of interpreting and acting upon it. Invest in Technology and Tools – Providing employees with the necessary technology and tools to support their innovative endeavors and these include access to cutting-edge software, hardware, and data analytics tools that can aid in research and development Long-Term Vision – Communicate a long-term vision for the organization's innovation goals in order for the employees to most likely engage in exploratory innovation when they understand how their efforts contribute to the company's future success. Suggestions / Recommendations

12. Reporters : Apple Gay Villarimo Kemp Hazel Rae Yusta Rachel Plomo Edna Emanil