| Abstract [eng] |
The rapidly changing world encourages both businesses and employees to be more innovative and adaptive to change. In modern organizations, innovative employees are considered a valuable resource in achieving competitive advantage and fulfilling strategic goals. The generation and implementation of new ideas in the workplace are significant not only for work performance but also for employees' psychological well-being. To better understand the preconditions of innovative behavior, it is essential to analyze the factors that stimulate such behavior within organizations. Previous research has revealed a significant relationship between strengths use at work and innovativeness. According to the Job Demands - Resources (JD - R) theory, strengths use is facilitated by both internal and external resources, which, under favorable conditions, increase employees’ motivation and innovative behavior. The aim of this study is to examine the relationships between strengths use resources (strengths-based leadership, perceived organizational support, and occupational self-efficacy), strengths use at work, and innovative behavior in organizations. The study involved 110 respondents. The results indicated that perceived organizational support has the strongest positive impact on innovative behavior. Furthermore, when analyzing the mediating role of strengths use, it was found that strengths-based leadership, organizational support, and occupational self-efficacy, through strengths use, form a full mediation model that explains the relationships between strenghts related predictors and employee innovative behavior. |
