ArticleFrontiers in psychology2026
The impact of value-based leadership on employee innovative behavior: the mediating role of organizational identification and moderating role of person-organization matching.
Article in Frontiers in psychology, 2026. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Not yet cited in PubMed.
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Abstract
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.
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