GİRİŞİMCİ LİDERLİĞİN YENİLİKÇİ İŞ DAVRANIŞI ÜZERİNDEKİ ETKİSİNDE ÇALIŞANLARIN PSİKOLOJİK DAYANIKLILIĞININ DÜZENLEYİCİ ROLÜ: BİR ALAN ÇALIŞMASI

Abstract

In today's business environment, characterized by increasing competition and uncertainty, unlocking employees’ innovative potential has become a critical requirement for organizations seeking to achieve sustainable competitive advantage. The primary purpose of this study is to examine the direct effect of entrepreneurial leadership on employees’ innovative work behavior and to investigate the moderating role of psychological resilience in this relationship. The research model was evaluated within the theoretical framework of Strong Situation Theory and the Resource Substitution perspective, both of which are widely discussed in the organizational behavior literature. The sample of the study consists of 386 white-collar employees working at different hierarchical levels in both public and private sector organizations across Türkiye. Data were collected through an online survey using a convenience sampling method. The obtained dataset was analyzed and prepared for statistical examination using SPSS and AMOS software packages. To test the proposed research model, confirmatory factor analysis, reliability analysis, correlation analysis, and multiple linear regression analyses were conducted. The moderating effect was examined using PROCESS Macro (Model 1). The findings revealed that entrepreneurial leadership has a statistically significant and positive effect on innovative work behavior. However, psychological resilience was found to have no significant direct effect on innovative work behavior. Furthermore, contrary to expectations, psychological resilience did not moderate the relationship between entrepreneurial leadership and innovative work behavior. In the discussion section, this noteworthy finding is interpreted through the argument that the visionary climate, support for experimentation, and tolerance for mistakes fostered by entrepreneurial leaders may function as a strong and inclusive organizational resource that compensates for individual deficiencies in psychological resilience. The findings were discussed in light of the relevant literature, the limitations of the study were addressed, and several recommendations were presented for future researchers, organizations, and practitioners.