Volume: 25, Issue: 1

Page: 93-105
International Journal of Science and Business
2023
Journal homepage: ijsab.com/ijsb

The Impact of Engineering Manpower’s

Innovative Behavior: Comprehending
Psychological Capital as Mediator Variable
Li Jing

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
IJSB
intermediary variables. The leader-member exchange is a moderating Accepted 24 May 2023
variable. Quantitative analysis method was used for data collection, and SPSS Published 26 May 2023
DOI: 10.58970/IJSB.2127
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 ISSN: 2520-4750 (Online) 2521-3040 (Print)
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 Papers published by IJSAB International are
attention to proper emotional expression and try to avoid the pressure of licensed under a Creative Commons Attribution-
NonCommercial 4.0 International License.

employee 'role.

Keywords: Managers' empathy, Employees' innovative behavior, Managers' psychological capital, Role
pressure, Leadership-member exchange.

About Author (s)

Li Jing, Lincoln University College, Malaysia.

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Introduction
With the rapid development of the economy and society and the increasing uncertainty of
economic situation, especially after the outbreak of the novel coronavirus epidemic at the end
of 2019, the world economic development is facing enormous challenges, making it more
difficult for enterprises to survive and develop. In this uncertain situation, in order to ensure
stable and long-term development, we must attach importance to the role of innovation and
coordinate the relationship between innovation and enterprise development. Innovation is an
important driving force for the development of enterprises, and also the key to enhance their
own strength and competitive advantages (Cartagena-Gutiérrez et al., 2021). Employee
innovation is an important component of enterprise innovation. Management empathy is
defined as the personality and psychological characteristics of managers who accurately
identify and understand the emotional reactions and changes of their followers or other
stakeholders, and is considered to have the potential to promote positive emotions of others
and stimulate positive behaviors (Stremersch et al., 2021). Previous studies have shown that
managers' empathy has a positive effect on employees' innovative behavior, but the
understanding of its inhibition mechanism is relatively limited. Based on social exchange
theory and the leader-member exchange theory, we can see that when employees correctly feel
the empathy ability of managers, accepting the recognition, trust and respect of managers will
strengthen positive psychological and emotional factors such as self-confidence (Rant, 2020).

Problem statement
Leadership empathy is favored by scholars for its ability to provide emotional support and a
sense of security while encouraging employees to experiment with innovative ways to
accomplish their day-to-day tasks (Nguyen et al., 2022). Compared with previous literature
focusing on the empathy effects of negative emotions, (Raju, 2021)proposes a factor that
existing research has paid less attention to, the extent to which those working in stressful
occupations in high-change environments empathize with their colleagues' positive emotions
(Raju, 2021). The trend of technology in the future will inevitably aggravate the original role
pressure of employees and affect their innovative behavior. Then, when employees experience
unbearable role pressure, does the manager’s empathy help alleviate this negative working
state and indirectly affect their subsequent innovative behavior? In addition, under the
established compensation mechanism, how to stimulate employees' achievements and
promote the emergence of more innovative behaviors is an organizational management
dilemma that enterprises generally face. For employees who are in the tide of trans-
generational changes, the innovation of enterprises is to transfer the survival pressure of
enterprises to employees. It is a typical role overload phenomenon to realize the leap-forward
development of organizational performance by expecting employees to have higher
achievement performance (Raju, 2021).

Research questions
This paper designs the relationship model between authorized leaders and technical
employees' innovative behavior under the background of iron and steel enterprises, and
studies and constructs the innovative behavior model of authorized leaders and technical
employees by using the research methods of literature research, questionnaire surveys and
data statistics, to provide guidance for iron and steel enterprises in theory and practice. On this
basis, this study puts forward research questions. According to the problem statement, the
specific problems of this dissertation are as follows: (1). Will managers’ empathy affect
employees' innovative behavior? (2). Whether the managers’ empathy affects his psychological
capital?

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Research objectives
Exploring the influence of authorized leadership on the innovative behavior of skilled
employees plays an obvious role in improving the economic benefits of iron and steel
enterprises. Based on this, this study puts forward research objectives for the specific
organizations in China iron and steel enterprises. Based on social exchange theory, leadership-
member exchange theory and resource conservation theory, this dissertation takes ordinary
employees of enterprises as the research object. The research objectives are thus established
to achieve as: (1). Empathy of managers has a positive impact on employees' innovative
behaviors and (2). Manager's empathy has a positive impact on the manager's psychological
capital.

Significance of Research
On the other hand, the discussion of psychological capital and role pressure not only expands
the antecedent variables of employee 'innovative behavior in the organization, but also
enriches the theoretical achievements in this field, providing a broad research space for the
follow-up study (Law et al., 2019). This dissertation studies the internal influence mechanism
of managers empathy on employees’ innovative behavior, hoping to provide help for future
management practice. On the one hand, it will help enterprises and their managers better
understand today's increasingly diverse workforce and promote employees' innovative
behavior in a targeted way (Law et al., 2019). Facing the complex working environment and
the increasing innovation demand of enterprises, managers should not only restrain employees
in the system, but also empathize with employees emotionally, that is, they must have the
ability to empathize with employees in order to better understand them (Raju et al., 2021).
Employees' true emotional state and needs, so as to provide targeted support and
encouragement, enhance employees' willingness to innovate, and achieve the effect of
promoting their innovative behavior and improving their work performance. On the other
hand, the management enlightenment put forward in this dissertation provides feasible
suggestions for enterprises to train and select management talents, and provides strong
support for enterprises to train versatile managers and improve management efficiency (Raju,
2021).

Literature review
Empathy is a process of emotional contagion, in which the perceiver experiences an emotion
similar to or the same as the emotional state that the subject is feeling or expecting to feel.
Empathy is the ability to perceive and re-experience the emotions of others, including
cognitive, affective, and behavioral tendencies. Empathy is usually regarded as an important
feature of excellent managers, focusing on emotional contagion and its influence on others'
cognition, emotions and behaviors. (Raju & Phung, 2020) Research shows that empathy not
only leads to an individual's relational identification with a goal, but also the experience of
others-oriented emotions, making it more likely to consider problems from the perspective of
others and to empathize with others in a way of empathy and understanding. Communicate
more with people instead of performing tasks mechanically. Empathy of leaders can better
realize emotional connection, understanding and support between leaders and employees, and
realize an emotional interest community through the display of empathy. (Law et al., 2020) the
empathetic leader is measured by learning from and adjusting the empathetic component of
the Motivation Language Scale, which focuses on how managers express emotional support to
their followers. Managers are assessed by their followers (Chetty & Phung, 2018). This scale
has high reliability and validity in this study, which demonstrates that empathetic managers
improve their followers' job satisfaction and promote their innovative behavior. Improve the
performance of employees. This scale is consistent with what this study wants to express. The

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employee's innovative behavior referred to in this dissertation refers to the employee's daily
innovative behavior (Raju, 2018). "the difference between daily innovation and high-level
innovation is that high-level innovation is the focus of one's work, such as technical talents.
Through high-level innovation, strategic technologies and processes can be created. Although
daily innovation takes place outside a person's job responsibilities and belongs to the category
of employees' normal work role behavior, daily innovation behavior can create minor
improvements in daily work tasks. In the long run, employee 'innovative behavior may
eventually benefit organizations and individuals, but in the process of evolving from innovative
ideas to innovative behaviors, employees may face a situation that their personal work
performance will not be significantly improved in a short time. Therefore, it may have a
negative impact on employees' mental health and job performance, and have a negative impact
on employees' personal development (Raja et al., 2021). On this basis, taking psychological
capital and role pressure as intermediary variables and leader-member exchange as
moderating variables, a theoretical framework model of managers' empathy affecting
employees' innovative behavior is constructed (Naseer et al., 2019).

Research methods

The theory of leader-member exchange and the theory of resource conservation are
summarized in order to provide a clear picture of the relationship between the variables
studied in this dissertation. Based on the existing theoretical basis and management practice,

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this dissertation puts forward the research hypo dissertation and constructs the corresponding
theoretical framework model (Arvidsson et al., 2021). The statistical research part of this
dissertation mainly uses SPSS 26.0 software and AMOS software to make descriptive statistical
analysis, reliability and validity test, correlation analysis, main effect test, intermediary effect
test and moderating effect test on the sample data respectively. Finally, the hypotheses put
forward in the study is verified and the corresponding conclusion is drawn. According to the
research content and purpose, this dissertation organizes the technical route of the research
(Mikalef et al., 2021).

Questionnaire design
In this dissertation, the method of questionnaire survey is used to collect data, and according
to the research content and research purpose, the research object is determined as the
enterprise (Jabbar et al., 2020). According to the definition of variables, on the basis of
extensively consulting the relevant scales of each variable, starting from the situational
adaptability of the scales, under the guidance of professionals, a questionnaire is formed in
combination with the research objects, research content, and research purposes. The
questionnaire is divided into two parts. The first part is to fill in basic personal information,
which is related to personal information and basic information of the company, including
gender, age, education level, working years, average monthly income, and professional
employees. For the accuracy of the research, employees in different industries as well as in
different positions are included in this research category etc (Tolstoy et al., 2021).

3.3 Measurement of variables

All the questionnaires were scored by Likert's 5-point system. "1" means very different, "5"
means very consistent. The following is the scale selection of the questionnaire.
(1) Managerial empathy. Adapted from the Empathy Part Ml of the Motivation Language
Theory of Kock and Mayfield, etc. (2019). This scale pays special attention to how superiors
express emotional support and understanding to their subordinates. This scale is used by
employees to evaluate their supervisors. The scale includes: my supervisor praised my good
work, and my supervisor encouraged me to work hard.
(2) Innovative behavior of employees. Using the scale compiled by Scott and Bruce (1994),
employees choose El according to their own perception. This scale was demonstrated by Yang
Fu et al. (2012) in the context of China. Contents include: I always seek to apply new techniques,
technologies or methods; I always come up with creative ideas and ideas.
(3) Psychological capital. The four-dimensional scale developed by Luthans and others. (2007)
small, with a total of 24 questions. It includes 6 problems in the dimension of self-efficacy, 6
problems in the dimension of hope, 6 problems in the dimension of resilience and 6 problems
in the dimension of optimism. The sample questions of the scale are: Believe that you can
analyze long-term problems and find solutions; At present, I'm working with energy. No matter
what problems I encounter at work, I will solve them. I always see the positive side of work and
so on.
(4) Role stress. Role stress scale is selected from the role stress questionnaire compiled by
Peterson and others. (1995), which was revised and translated by Li Chaoping and Zhang Yi
(2009) Bl. The role stress scale includes three dimensions: 3 items for role conflict, 5 items for
role ambiguity and 5 items for role overload. The contents of the scale are: I often face
situations of conflicting goals. I have clear and planned goals and objectives in my work
(reverse grading); At work, I feel overwhelmed.
(5) Leader-member exchange. Using the 7-question scale of Law et al. (2005) translated by
Zhao Khan, Jia Liangding et al. (2014). The contents of the scale is: Generally speaking, I am

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very clear whether my supervisor is satisfied with my work performance; I have a good
working relationship with my supervisor and others (Saura, 2021).

Pre-test
In order to ensure the rigor and credibility of the research and improve the quality of the
questionnaires used in this study, a small sample prediction test was conducted to verify and
analyze the questionnaire design before the analysis of large sample data. In this study, the
questionnaire was designed and published through the questionnaire star platform, and a total
of 175 small sample questionnaires were distributed, which snowballed. 168 questionnaires
were collected, and 8 questionnaires that were too short to fill in and were not standardized
were screened out and deleted. Finally, 160 valid analytic questionnaires were obtained, and
the effective recovery rate of pretest analysis was 91.4%. This study tested the reliability and
validity of the pre-test questionnaire data. The result of analysis is as follows.

Pre-test reliability analysis

Reliability analysis the stability and internal consistency of the response scale are usually
tested by Cronbach's α coefficient in existing literature studies to verify whether the reliability
of the scale meets the research criteria.

Table 1 - Scale reliability test results (N = 160)

It can be seen from the above table that the reliability of each variable scale and each
Variable Dimension Cronbach's α Number of items
Managers' empathy ability 0.927 5
Psychological capital 0.898 24
Self-efficacy 0.926 6
Hope 0.943 6
Toughness 0.875 6
Optimistic 0.890 6
Role pressure 0.895 13
Role conflict 0.910 3
Role ambiguity 0.937 5
Role overload 0.844 5
0.915 6
0.913 7
The validity analysis of the questionnaire is mainly to examine whether the measured results
can accurately reflect the research objectives. In this study, exploratory factor analysis was
Employees' innovative
carried
behaviorout on each scale of the pre-test (Arvidsson et al., 2021). The specific steps are as
follows: First, factor analysis was carried out on the data. When the KMO value in the result
was > 0.7, the Bartlett spherical test result was significant (ie Sig. < 0.05), it indicates that the
standard is met, and the research can proceed to the next exploratory factor analysis; the
second step is to analyze the principal components, and the test standard is that the cumulative
variance interpretation rate of the factors is greater than 60%. If the research belongs to the
social sciences, then the cumulative variance interpretation rate of the analysis is greater than
50%, which is also acceptable; the last step is to analyze the factor load coefficient of each
variable. If each variable or each dimension only has a factor load coefficient greater than 0.5
on one main component, it indicates that the measurement results meet the validity test
standard. The analysis results are shown in Table 2.

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Table 2 - KMO value test and Bartlett spherical test

Bartlett spherical test
Variable name KMO value
X2 Df Sig
Managers'
0.880 610.891 10 0.000
empathy ability
Employees'
0.902 609.186 15 0.000
innovative behavior
Psychological
0.891 2656.248 276 0.000
capital
Role pressure 0.875 1464.837 78 0.000
Leader-member
0.906 696.315 21 0.000
exchange
(N=160)
It can be seen from the above table that the KMO values of each scale in the prediction test are
all > 0.7, the sig values are all < 0.05, and they have passed the Bartlett spherical test, so it shows
that the above scale is suitable for further factor analysis. According to the above results,
further exploratory factor analysis is carried out on each scale. The specific analysis results are
as follows.
Table 3 - Leader-Member Exchange Component Matrix

Title Factor 1
LMX1 0.839
LMX2 0.884
LMX3 0.753
LMX4 0.799
LMX5 0.868
LMX6 0.759
LMX7 0.776
(N = 160)

From the results of the above pre-test analysis, it can be seen that all scales have good reliability
and validity. Therefore, these scales can be used as formal questionnaires. The formal
questionnaire used in this study is composed of three parts. The first part is the instructions
for the respondents, the second part is mainly to investigate and understand the basic
information of the respondents, and the third part is the content of the official scale used in this
study. The basic information in the second part mainly includes: demographics variable
information such as age, gender, education level, working years, occupational category and
average monthly income level of the subjects. The third part of the scale has a total of 55
questions, including: 5 questions about managers' empathy, 6 questions about employees'
innovative behavior, 24 questions about psychological capital, 13 questions about role
pressure, and 7 questions about leaders' exchange.

Data Analysis
This study collected 720 valid official questionnaires for descriptive statistical analysis, and
sorted out and statistically analyzed the basic information of all samples. The sorting results
are shown in the following table 4.

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Table 4 - Summary Table of Sample Characterization Result

Variable Category Frequency Percentage (%)
Male 376 52.2
Gender
Female 344 47.8

Under 25 years old 254 35.3

26-35 years old 202 28.1

Age
36-45 years old 200 27.8

Over 45 years old 64 8.9

High and below 80 11.1

Junior college 344 47.8

Education level
Undergraduate 208 28.9

Master degree or
88 12.2
above
1 year or less 166 23.1

1-5 years 170 23.6

Years of service 6-10 years 202 28.1

11-15 years 150 20.8

16 years and above 32 4.4
Professional
technology 128 17.8
Sales/service
152 21.1
Occupational category
category Production 316 43.9
engineering operation

Others 124 17.2

Under 3000 yuan 58 8.1

3001-5000 yuan 92 12.8

Average monthly
5001-8000 yuan 172 23.9
income
8001-10000 yuan 206 28.6
More than 10,000
192 26.7
yuan
(N = 720)

4.1.2 Descriptive statistical analysis of core variables

This study also conducted descriptive statistical analysis on five core variables, mainly from
the mean, standard deviation, skewness, and kurtosis to analyze the five variables of managers'
empathy, psychological capital, role pressure, employee innovation behavior, and leader-
member exchange. See Table 5 for the analysis results.

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Table 5 - Descriptive statistical analysis of samples.

Standard
Variable name Average Skewness Kurtosis
deviation

Managers' empathy ability 3.152 0.905 -0.005 -0.716

Psychological capital 3.497 0.603 -0.330 -0.296

Role pressure 2.446 0.753 0.762 0.430

Employees' innovative
3.368 1.042 0.024 -1.012
behavior
Quality of leader member
2.752 0.788 0.298 -0.072
exchange
(N = 720)
From the above table, it can be seen that the respondents scored the average, skewness and
kurtosis of the questionnaire items. Among them, the average value of managers' empathy is
3.152, the average value of psychological capital is 3.497, and the average value of role pressure
is 3.446. The average value of employee innovation behavior is 3.368, and the average value of
leader-member exchange is 2.752. Therefore, this study can preliminarily judge the research
subjects' perceptions of variables such as managers' empathy ability, psychological capital, and
employee innovation behavior.

Correlation analysis
In this study, SPSS26.0 software was used to perform statistical correlation analysis on the five
variables of the study. From Table 6, it can be seen that the correlation coefficients between
the independent variable manager's empathy ability and the intermediary variables
psychological capital and role pressure, the dependent variable employee innovation behavior,
and the regulating variable leadership-member exchange are: 0.568, 0.234, 0.390, and 0.167,
respectively, and all At the 0.01 level, there is a significant positive correlation; the correlation
coefficient between psychological capital and employee innovation behavior is 0.442, which is
significantly positively correlated at the 0.01 level; the correlation coefficients between role
pressure and employee innovation behavior and leader member exchange are: -0.423, 0.134,
respectively, and the score is significantly correlated at the 0.01 and 0.05 levels; the above
correlation statistical results lay an important foundation for this research hypothesis.
Moreover, the correlation coefficients between the two variables are both less than 0.7, so there
is no obvious collinearity between managers' empathy, employees' innovative behavior,
psychological capital, role pressure, and leader-member exchange.

Table 6 - Correlation Analysis

Variable name Managers' Psychological Role Employees' Leadership member
empathy ability capital pressure innovative behavior exchange
Managers' empathy
1
ability
Psychological capital 0.568** 1

Role pressure 0.234** 0.058 1

Employees' innovative
0.390** 0.442** -0.423** 1
behavior
Leadership member
exchange 0.167** 0.058 0.134* 0.023 1
**. Indicates a significant correlation at the 0.01 level (bilateral).
*. Indicates a significant correlation at the 0.05 level (bilateral).

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Regression analysis
The regression analysis between the research variables is used to verify the assumptions put
forward in this dissertation. First, the regression analysis of managers' empathy ability on
employees' innovative behavior is carried out, and the demographics of research samples such
as gender, age, education, working years, occupational category and average monthly income
are used. The variable is used as the control variable of this study, and the manager's empathy
ability is used as the independent variable, and the employee's innovative behavior is used as
the dependent variable. The analysis method of multiple linear regression is used to verify the
assumption of the influence relationship between managers' empathy ability and employees'
innovative behavior. The specific analysis results are shown in Table 7:

Table 7 - Regression Analysis of Psychological Capital on Employee Innovation

Behavior
Variable
Model 1 Model 7

Beta T P Beta T P
Control
Gender 0.028 0.264 0.792 -0.027 -0.271 0.786
variable
Age -0.099 -1.543 0.124 -0.084 -1.429 0.154
Education
level 0.031 0.448 0.655 -0.004 -0.055 0.956
Years of 0.052 1.032 0.303 0.026 0.568 0.571
service
Occupational
0.243 4.278 0.000 0.142 2.656 0.008
category
Average
0.040 0.883 0.378 -0.001 -0.017 0.987
monthly income
Independent Psychological
0.705 8.280 0.000
variable capital
R2 0.068 0.220
Fitting
△R2 0.068 0.152
index
F 4.265*** 14.148***

Dependent variable: employee innovation behavior. It can be seen from the above table that in
Model 1, the occupational categories in the demographic’s variable have a significant positive
impact on employee innovation behavior, with a correlation coefficient of 0.243 and a
significant positive correlation at the 0.01 level. Model 7 is based on Model 1 and incorporates
psychological capital as an independent variable into the model. It can be seen from Model 7
that the correlation coefficient of psychological capital on employee innovation behavior at a
significant level of 0.01 is 0.705, and R2 is 0.220, △R2 is 0.152. The above analysis results show
that psychological capital has a significant positive impact on employee innovation behavior,
so Hypothesis 4 proposed in this study is verified. For the regression analysis of the impact of
role pressure on innovative behavior, first, the basic information of employees, such as sex, age,
education, working years, occupational category, and average monthly income, are used as
control variables, and the independent and dependent variables are divided into roles. Stress
and employee innovation behavior, in order to verify the hypothesis proposed in this study, the
results are shown in Table 4-15 below:

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4.5.2 Mediating Effect Test of Role Stress

In this study, role stress is regarded as one of the mediating variables, From Table 8, we can
see that model 2 takes employees' innovative behavior as dependent variable, and the analysis
results show that managers' empathy ability has a significant positive impact on employees'
innovative behavior, while model 6 takes role pressure as dependent variable, and the results
show that managers' empathy ability has a significant positive impact on role pressure. Model
10 takes employee innovation as dependent variable, On the basis of model 2, role pressure, an
intermediary variable, is added, The results show that the correlation coefficient between role
pressure and employees' innovative behavior is-0.736 at 0.001 level, and the correlation
coefficient between managers' empathy and employees' innovative behavior is 0.578 at 0.001
level, which means that managers' empathy has a direct impact on employees' innovative
behavior while negatively affecting employees' innovative behavior through role pressure.
From the above analysis, we can see that role stress plays a partial mediating role between
managers' empathy ability and employees' innovative behavior, so Hypothesis 7 proposed in
this dissertation has been verified.

Table 8 - The moderating effect of leader-member exchange on the relationship

between managers' empathy and role stress
Model 5 Model 6 Model 13 Model 14
Variable
Role pressure

Gender 0.082 0.048 0.063 0.080

Age 0.072 0.057 0.045 0.044

Education level
0.057 0.031 0.011 -0.023
Control variable
Years of service 0.003 0.010 0.012 0.017

Occupational category -0.037 -0.095* -0.105* -0.135***

Average monthly income 0.027 0.008 -0.004 -0.008

Independent
Managers' empathy ability 0.213*** 0.207*** 0.161***
variable
Regulating variable Leadership member exchange 0.096 0.131*
Managerial empathy * -0.213***
Interactive item
Leadership member exchange
R2 0.027 0.083 0.092 0.172

Fitting index △R2 0.027 0.057 0.008 0.081

F 1.613 4.581*** 4.430*** 8.104***

* for p < 0.05, ** for p < O.Ol, *** for p < 0.001

Findings
In recent years, employees' creativity has become a key factor affecting the innovation
performance of enterprises, and managers' empathy ability is an important factor affecting
employees' behavior in enterprise innovation activities. The research shows that managers
with high empathy have a significant positive effect on employees' creativity in enterprise
behavior and can use higher emotional intelligence to effectively improve managers'
psychological capital; And managers' psychological capital plays an intermediary role between
managers' empathy ability and employees' creativity. Employees' higher psychological capital
can stimulate managers to play a higher emotional intelligence, manage and guide employees,

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and then stimulate employees' creativity in their work to create higher enterprise
performance. Therefore, this dissertation assumes that "psychological capital plays an
intermediary role in promoting managers' empathy and employees' innovative behavior".

Conclusion
This dissertation takes psychological capital and role pressure as the dual juxtaposed
mediating variables, and deeply studies the internal influence mechanism of managers'
empathy ability on employees' innovative behavior in enterprise management practice. First,
by reviewing and sorting out the relevant literature, the theoretical model of this study is
constructed and relevant research hypotheses are put forward. This paper takes the influence
of managers' empathy ability on employees' innovative behavior as the main effect of the study,
and discusses the dual mediating effect of psychological capital and role pressure, as well as
the leader-member exchange on managers' empathy ability and role pressure. The moderating
effect between psychological capital and psychological capital. The data were collected and
sorted in the form of questionnaires, and the valid data were statistically analyzed by the
statistical software SPSS26.0 and AMOS, and then the model and research assumptions
proposed in this study were verified. In this study, the relationships between authorized
leaders and technical employees have been fully excavated, enriching the research on the
emotional mechanism of empowering leaders and technical employees' innovation
performance. Because of emotional exchange and communication, there can be more in-depth
emotional interaction between leaders and subordinates. This emotional interaction has a
greater impact on the emotions of technical employees, so that the leader's authorization
behavior can strengthen the positive emotions of technical employees, or weaken the negative
emotions of technical employees, and ultimately affect the innovation performance of technical
employees. (Arvidsson et al. 2021; Jabbar et al. 2021))

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Cite this article:

Li Jing (2023). The Impact of Engineering Manpower’s Innovative Behavior: Comprehending

Psychological Capital as Mediator Variable. International Journal of Science and Business, 25(1),
93-105. doi: https://doi.org/10.58970/IJSB.2127

Retrieved from http://ijsab.com/wp-content/uploads/2127.pdf

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