The Impact of Engineering Manpower’s Innovative Behavior: Comprehending Psychological Capital as Mediator Variable

Abstract

As employees’ direct managers and work reporters, the empathetic ability and emotional support of the superior managers will have a crucial impact on employees’ emotions and behaviors. Based on the perspectives of social exchange theory, leader-member exchange theory and resource conservation theory, this this quantitative paper takes the empathy ability of managers as an independent variable, the innovative behavior of employees as a dependent variable, and psychological capital and role pressure as intermediary variables. The leader-member exchange is a moderating variable. Quantitative analysis method was used for data collection, and SPSS 26.0 and AMOS 26.0 were used for statistical analysis. Through descriptive statistical analysis, reliability and validity analysis, correlation analysis, regression analysis, etc., the conclusion is that the empathy of managers has a direct and positive impact on employee ‘innovative behavior; The empathy of managers plays an intermediary role in promoting employee ‘innovative behavior through psychological capital to some extent. Leadership-member exchange negatively regulates the positive impact of managers’ empathy on role pressure; The relationship between managers empathy and psychological capital has not been significantly regulated by role pressure on employee ‘innovative behavior. According to the research results and conclusions, some feasible suggestions are put forward for enterprises and management practitioners to provide new ideas for modern management practice. Enterprises should pay attention to the cultivation of managers’ empathy ability, thus enhancing managers’ psychological capital and enhancing employees’ willingness to innovate and managers should pay attention to proper emotional expression and try to avoid the pressure of employee ‘role.