Exploring the Relationship between Leader-Member Exchange, Employee Psychological Perception, and Innovation Behavior in R&D Teams

Abstract

This research investigates the complex interplay between leader-member exchange (LMX), employee psychological perception, and innovation behavior within Research and Development (R&D) teams. Drawing upon theories of leadership, organizational behavior, and innovation management, this study examines how the quality of leader-member relationships influences employees' psychological perceptions, such as job satisfaction, organizational commitment, and psychological empowerment, and subsequently affects their innovation behavior in R&D settings. Through quantitative analysis of survey data collected from R&D team members in various industries, this research explores the mediating mechanisms and moderating factors that shape the relationship between LMX, psychological perceptions, and innovation behavior. The findings offer insights into the importance of fostering positive leader-member relationships and cultivating supportive organizational climates to enhance employee engagement, motivation, and creativity in R&D endeavors. This study contributes to both theoretical understanding and practical implications for leadership and innovation management in R&D contexts.