Employees' entrepreneurial behavior within their organizations: empowering leadership and employees' resources help
研究基于工作场所资源理论，通过两阶段调查200名韩国员工，发现授权型领导通过提升人职匹配、角色广度自我效能感和工作意义，进而促进员工的创业行为。
Purpose Employees' entrepreneurial behavior, innovativeness, proactiveness and risk-taking can contribute to business performance and success, making it important for the organization. Yet, little is known about how management can promote their employees' entrepreneurial behaviors. Based on workplace resources theories, the present study tested a serial mediation model. Empowering leadership predicts employees' resources of role breadth self-efficacy and meaningful work via demand-ability fit and need-supply fit, which subsequently lead employees to exhibit entrepreneurial behaviors. Design/methodology/approach Korean employees ( n = 200) working in a variety of industries participated in a two-wave survey with a five-week time lag. Findings Structural equation modeling supported a serial mediation model showing how empowering leadership can promote employees' person-job fit. Increased person-job fit was related to enhanced employees' role breadth self-efficacy and meaningful work, which in turn predicted entrepreneurial behaviors. Alternative models with more direct paths did not improve model fit, highlighting the roles of the mediators. Empowering leadership is an important resource facilitating entrepreneurial activities through its influence on employees' fit perceptions and resources. Originality/value The present study contributes to entrepreneurial behavior literature by showing the importance of job and personal resources in explaining the determinants of employees' entrepreneurial behavior.