Linking Leadership Strategies with Extra-Role Behavior and Performance of Employees: Does Employee Innovation Orientation Moderate the Employee Performance of Biotech Firms

Kim Jong Suk
School of Biological Sciences, Chungbuk National University, Cheongju, South Korea
Lee Eun-woo
School of Chemical Engineering, Jeonbuk National University, Jeonju, South Korea

DOI:https://doi.org/10.5912/jcb2135

Abstract:

The paper evaluates the validity of the assumption that leadership strategies (LS) influence employee performance (EP) and extra-role behavior (ERB) among employees of biotechnology firms in Malaysia. Besides, this study also inspected the indirect impact of employee innovation orientation (EIO) on the relationship between LS, ERB, LS and EP. The survey was distributed among employees, asking them to report their perceptions of the given constructs. Using a purposive sample of 262 employees, the data examination was done through the structural model technique. The study’s findings confirmed that leadership strategies play a significant and positive role in EP and extra-role behavior. The moderating impact of EIO on the association between LS and ERB is significant. The paper's findings provide theoretical implications by adding to the knowledge of the association between the variables under study in the workplace and biotech firms in particular. Furthermore, managers should acknowledge the benefits of effective leadership strategies that positively influence extra-role behavior and employee performance and focus on nurturing employee innovation orientation to impact extra-role behavior. Future research suggestions and limitations of the study are considered.