This paper aims to delve into the influence of benevolent leadership on innovative work behavior, considering the mediating impact of employee voice and the moderating effect of leader–member exchange.
A cross-sectional survey with administered questionnaires was used to gather 357 data samples from willing participants used by small and medium-sized Vietnamese businesses across various industries. The study utilized quantitative research methods and used the partial least squares-structural equation modeling through SmartPLS software. The research process involved two stages: evaluating the measurement model and assessing the structural model.
The study unveiled that benevolent leadership positively impacted employees’ innovative work behaviors, with employee voice acting as a complete mediator in this relationship. In addition, the results showed that leader–member exchange moderated the influence of benevolent leadership on employee voice behavior.
This study used a cross-sectional research approach to assess employees’ perceptions at a specific time. As a result, it is recommended that future research incorporate longitudinal surveys to capture perceptions at the most appropriate moments.
The research findings indicate that Vietnamese businesses could benefit from training their managers in benevolent leadership, which fosters employee voice and encourages positive behaviors such as innovative work practices. In addition, Vietnamese enterprises should prioritize enhancing communication and exchange between managers and their subordinates to strengthen employee voice behavior.
This study significantly contributes to academic research by clarifying the positive relationship between benevolent leadership and innovative work behavior. It highlights how benevolent leadership can enhance employees’ innovative work behaviors through employee voice as reciprocal exchanges within the organization, ultimately fostering individual-level innovation. In addition, it demonstrates that the positive impact of benevolent leadership on employee voice depends on the varying levels of leader–member exchange.
