From spirit to strategy : Unpacking the role of intrinsic motivation and harmonious work passion in intrapreneurial behavior

Abstract

Background

This study investigates the impact of Spiritual Leadership (SL) on the employee’s Intrapreneurial Behavior (IB) in the hospitality sector of Pakistan.

Objective

Grounded in Self-Determination Theory, we proposed a model with the mediating effect of intrinsic motivation (IM) on the relationship between SL-IB, and moderating effect of Harmonious Work Passion (HWP) on SL-IM, and IM-IPB relationships.

Methodology

Data was collected form 252, front-line and managerial level employees using purposive sampling technique. Smart PLS 4 was used to test the measurement and structural models.

Results

The findings revealed that SL has no direct effect on IB but exerts a significant impact mediated by IM. Furthermore, HWP strengthens the SL-IM link, but weakens the IM-IB relationship.

Conclusion

This indicates a psychological mechanism, highlighting that empowering employees’ inner motivation is more critical than leadership alone. The findings offer a nuanced understanding of driving employees’ intrapreneurial behavior by highlighting the pivotal role of IM and HWP.

Keywords

spiritual leadership harmonious work passion intrinsic motivation employees’ intrapreneurial behavior Pakistan

Introduction

The hospitality industry is a unique sector that works in a fast-paced and highly competitive environment where being flexible and coming up with new ideas are not only advantageous but necessary for survival and growth. Unlike manufacturing and many service industries, innovation in hospitality industry is employee driven, emerging from proactive and creative behaviors of frontline staff who interact directly with customers. Within the organization the capacity for innovation is referred to as intrapreneurial behavior.^1,2 Intrapreneurial behavior is a multidimensional organizational phenomenon that includes taking proactive initiative, risk taking, creativity, and opportunity recognition within the boundaries of an organization.^3–5 However, encouraging such behavior is still difficult in an industry distinguished by high turnover, standardized procedures, and emotional labor, especially within the hierarchical and structured context of developing economies like Pakistan.⁶

An increasing amount of research indicates that leadership styles that address deeper psychological needs can effectively motivate such extra-role behaviors.⁷ Spiritual leadership (SL) has become a powerful force in improving employee well-being and performance.^8,9 According to Ref. 10, SL is a leadership paradigm that uses values like vision, selfless love, and hope/faith to foster a sense of purpose, connection, and inner motivation. By providing a sense of purpose and community, SL is believed to satisfy basic psychological needs and foster the intrinsic motivation necessary for sustained innovation.

The challenge is even stronger in the situation of the hospitality industry in Pakistan. The sector has structural peculiarities such as inflexible organizational cultures, little autonomy of frontline workers, and conventional methods of management that can inhibit innovation unintentionally.² Although the importance of innovation in enhancing the performance of hotels and guest satisfaction has been increasingly acknowledged,⁶ there is limited empirical evidence studying the psychological processes that promote intrapreneurial behaviors in hospitality staff in developing economies.⁷

A growing literature suggests that those leadership styles that appeal to more profound psychological needs can be used to encourage extra-role behaviors like intrapreneurship.⁸ Spiritual leadership (SL) has become one of the effective methods to improve the well-being and performance of employees.^3,4 Reference 5 states that SL is a paradigm of leadership that applies such values as vision, altruistic love, and hope/faith to create a sense of purpose, connection, and inner drive. It is thought that SL fulfills the most basic psychological needs because it offers meaning and community and fosters the intrinsic drive to continue with innovation.⁹

Although the theoretical potential of spiritual leadership is high, the specific processes in which the spirit of leadership is transformed into tangible intrapreneurial results in the hospitality industry are under researched. Although Ref. 7 have confirmed a considerable correlation between SL and staff intrapreneurial behavior in the tourism sector, they have not investigated the psychological mechanisms. This is one of the key gaps because the development of effective managerial interventions requires knowledge of how and when this relationship can be.

Moreover, the current body of knowledge on spiritual leadership and intrapreneurship has three major limitations. First, previous research has focused mostly on direct associations and poorly on mediating factors.^10,11 The mechanism by which spiritual leadership affects innovative behaviors is in the form of a black box that needs to be unpacked both theoretically and empirically. Second, there is a lack of research investigating boundary conditions, that is, when and to whom spiritual leadership is most effective in promoting innovation.¹² Third, the hospitality industry, unlike other high-contact service industries, has not been studied in the context of spiritual leadership most of the research studies focus on healthcare, education, or manufacturing settings.¹³

To fill these gaps, the research focused on intrinsic motivation (IM) as a psychological process in which SL mediates employee IB, and harmonious work passion (HWP) as a boundary condition that directs this motivational process. These variables are chosen on a theoretical basis using the Self-Determination Theory (SDT).¹⁴ According to SDT, autonomous motivation occurs in leadership environments that meet the fundamental psychological needs of the employee’s autonomy, competence, and relatedness. Based on the argument intrinsic motivation is the most self-determined type of autonomous motivation.

Although previous researchers have investigated the role of mediators like psychological empowerment,¹⁵ creative self-efficacy,¹⁶ and organizational identification¹⁷ as mediators in related leadership innovation models, the role of intrinsic motivation as the mediator between SL and IB in hospitality has not been empirically tested. Being a proximal psychological condition directly related to self-initiated and creative action,^18,19 intrinsic motivation provides both theoretical accuracy and explanatory specificity to this pathway.

Harmonious work passion (HWP) is chosen as a moderator because it is an autonomous type of work identity integration. Employees with high HWP have internalized their work role in a flexible, non-compulsive manner²⁰ that can either increase or decrease motivational pathways produced by need-supportive leadership.²¹ Although previous studies have considered passion as a mediator^22,23 or have studied it in other leadership scenarios,²⁴ its impact as a boundary condition in the SL → IM → IB pathway has not been experimented. This research is thus a theoretically specific and empirically new addition to the body of intrapreneurship literature within the hospitality setting.

The research questions that the study will be dealing with include, does spiritual leadership have a direct effect on intrapreneurial behavior of employees, or does it have a direct effect on intrinsic motivation which acts as a mediating variable? Does harmonious work passion moderate the relationships between spiritual leadership and intrinsic motivation, and intrinsic motivation & intrapreneurial behavior? By addressing these questions, the study contributes to the current body of knowledge by explaining boundary conditions of the influence of SL on intrapreneurship in the hospitality sector of the Pakistani economy.

Theoretical background and hypotheses

Theoretical foundation: Self-Determination Theory (SDT)

The theoretical basis of the study is the Self-Determination Theory,¹⁴ which is a macro-theory of human motivation and differentiating between controlled and autonomous forms of motivation. According to SDT, human beings have inborn psychological needs of autonomy, competence, and relatedness. Autonomous motivation, which is the most evident in intrinsic motivation, the engagement in activities because they would bring inherent rewards, is promoted by surrounding environments and social contexts that have fulfilled these three basic needs²⁵

The SDT can be applied best to elucidate the motivational processes involved in intrapreneurial behavior. Intrapreneurship is not a mere proactive behavior but it is a multidimensional phenomenon in organizations that includes initiation of innovation, proactiveness, internal risk-taking and recognition of opportunities in an existing organization.^1,3 This is a discretionary activity that is often disruptive to routines and can hardly be maintained by extrinsic rewards or management instructions alone.²⁶ Studies have continually shown that autonomous motivation and intrinsic motivation in particular is a better predictor of creative and proactive work behaviors than controlled motivation.^27,28 SDT thus offers a theoretically accurate and empirically validated model of how and why some leadership styles create the internal motivation required to act in an intrapreneurial manner.

Taking in view of SDT, spiritual leadership (SL) is a prototypical need supportive leadership style. All its three core dimensions are directly related to the psychological needs which SDT outlines. To begin with, the vision dimension of SL gives the employees a significant and engaging cause, which helps them feel independent by telling them why work is important and gives them latitude on how they accomplish the objectives.¹⁰ Second, the hope/faith dimension enhances the belief that the employees have in their ability to cope with the challenges, which directly promotes the competence need and the trust in their ability to take the risk of experimentation involved in intrapreneurial activity.²⁹ Third, the dimension of altruistic love which is associated with a true care, trust, and concern towards followers induces a sense of psychological safety and belonging, which directly fulfills the relatedness need, and offers the interpersonal security expected by the employees to make intrapreneurial risk-taking.⁹ Together, then, SL develops an organizational climate where all three fundamental psychological needs are fulfilled, allowing intrinsic motivation to develop, and, consequently, intrapreneurial behavior to thrive.

Importantly to this study, SDT also provides a theoretical explanation of the need to examine harmonious work passion as moderator. SDT suggests that internalization may take place in various ways, leading to different types of motivation and identity integration.³⁰ Harmonious work passion is a type of independent internalization where work is an essential and significant part of self without overwhelming other issues in life.²⁰ Individuals that are highly harmonious passionate, have internalized their work role in a more autonomous and adaptable manner that can influence the response to need-supportive leadership and convert intrinsic motivation into intrapreneurial action.

Justification of choosing SDT over other theories is as follows. The transformational leadership theory³¹ also anticipates that inspirational leadership can have a positive impact on employee motivation and creativity but does not provide the psychological needs by which this happens and thus is less accurate at specifying the mechanism of motivation. The social cognitive theory³² focuses on the self-efficacy as the main psychological process, yet it does not consider the satisfaction of needs or the motivation type involved. Conservation of Resources theory³³ is concerned with the preservation of resources and not motivational processes as such. The SDT is particularly appropriate to the study, in that it (a) defines the psychological needs fulfilled by spiritual leadership, (b) describes how need fulfillment leads to a specific type of motivation (intrinsic motivation), and (c) offers theoretical justification on the importance of studying how individual-level passion (HWP), which is a manifestation of independent internalization of work identity, moderates these motivational processes. None of the other theories in the leadership-motivation-intrapreneurship field offers this degree of combined explanatory detail.

Lastly, SDT provides a theoretical basis of the role of harmonious work passion as a moderator. The organismic integration theory of SDT³⁰ states that the internalization of work activities may take place on a spectrum, which leads to the attainment of various forms of motivation and identity integration. HWP is a type of autonomous internalization where work becomes a significant and complementary aspect of identity without pushing out other aspects of life.²⁰ High HWP employees have internalized their work role in an autonomous and flexible manner which we suggest increases their receptivity to the need-supportive cues conveyed by spiritual leaders which reinforces the SLIM relationship. But the same autonomous internalization can also channel the motivational energy of passionate employees into mastery and excellence in their existing positions, which will suffocate transformation of intrinsic motivation into disruptive intrapreneurial actions that may rock the current practice.³⁴ SDT therefore offers theoretical framework in explaining the mediated pathway (SL → IM → IB) as well as the conditional limits.

Literature review

Intrapreneurial behavior: Conceptualization and context

Intrapreneurship is the demonstration of entrepreneurial behavior, such as innovation, proactive initiative, risk-taking, and opportunity identification, within the confines of an established organization and on its behalf.^1,2 IB is a construct different to the meaning of entrepreneurship as intrapreneurs are part of established organizational structures and do not create new ones; however, they are internal change agents bringing new ideas, processes, and solutions that enable organizations to become more competitive and adaptive.³

The conceptualization of IB into multiple related dimensions has been presented in the academic literature such as innovativeness, proactiveness, risk-taking, and initiative-taking.^35,36 These dimensions are not unique, but instead, they represent a pattern of discretionary and self-driven work behavior, which extends well beyond formal job specifications.

In the hospitality sector, IB is of strategic significance. Service innovation in restaurants and hotels is not often the result of a formal R&D team; rather, it is a by-product of frontline staff being involved in creative efforts to identify service gaps, suggest new solutions, and test better ways of providing to customer needs.^11,12 The harms to IB by hierarchical management structure, risk-averse cultures, and low levels of employee autonomy generate structural obstacles to IB in the Pakistani hospitality context, in particular.^6,37 The psychological and leadership-based antecedents of IB in this context are not only an academic practice but also have direct managerial implications. The sections that follow build the theoretical arguments behind the relationship of SL, IM, and HWP with employee IB in this context.

Spiritual leadership and employee intrapreneurial behavior

Self-determination theory argues that whenever employees are satisfied in terms of autonomy, competence, and relatedness in a social context, autonomous motivation makes it possible to engage in discretionary, self-directed behaviors, resulting in IB.¹⁴ Spiritual leadership as a need supportive type of leadership creates such environment by connecting the work of employees to something meaningful, encouraging them by creating a sense of hope/faith and creating a climate of trust and care via altruistic love, SL also offers the motivational underpinnings of employees to initiate, experiment, and take calculated risks, the hallmarks of intrapreneurial behavior.^38,39

Prior research validates this relationship,¹² discovered that there is a strong positive relationship between SL and the employee IB in the tourism industry.¹³ showed that SL prompts employee innovation with the help of meaning making.³⁵ determined that the leadership styles that develop a feeling of purpose and psychological safety are effective antecedents of intrapreneurial behavior. A particular focus on vision and selfless care of a spiritual leader can be especially relevant in the situation of Pakistani hotels, where traditional hierarchical management approaches are widespread,⁶ and where employees must be encouraged to go beyond the role description they are assigned. Based on the logic of need satisfaction in SDT and this empirical evidence, it is hypothesized that:

Spiritual leadership significantly influences the intrapreneurial behavior of the employees

Spiritual leadership and intrinsic motivation

The spiritual leadership is believed to be the aspect of the spirituality element of human experience harmonization that is the key to cultivating pleasure in individuals and others.^10,40 Spiritual leadership promotes ethics, humanism, and integrity within the organizations.⁴¹ Spiritual leadership incorporates essential behaviors. Essential to inspire oneself and help others to attain the wisdom of Internal spiritual well-being. Motivation is a perspective that describes how individual actions are guided, stimulated, and upheld to accomplish an objective.^42–44 Motivation consists of intrinsic motivation that helps them to attain their goals.⁴⁵ Therefore, it is very important to motivate each individual for the purpose of aligning individual interests with the organization’s interests.

Studies found that SL influences the intrinsic motivation of the employees,^46,47 showing the key role of intrinsic motivation in improving performance.^38,48 Moreover, spiritual leadership is intended to generate intrinsic motivation leading towards the firm’s success.³⁸ Spiritual leaders focus on employee engagement in the workplace, which results in growth and development. In terms of employee growth, they remain intrinsically motivated, strive to achieve their goals, and stay actively engaged in knowledge sharing while focusing on the implementation of novel ideas within the Refs. 49,50. References 10,39 discussed that spiritually influential leaders are those who look to establish a reciprocal understanding with the followers through intrinsic motivation, leading towards bringing self-esteem and Job satisfaction for the employees in the workplace.¹³

Spiritual leadership significantly influences intrinsic motivation

Intrinsic motivation and intrapreneurial behavior

The behavior is intrinsically motivational perspective of doing a specific task, with the satisfaction being an essential component expected from it. According to Ref. 51, motivation is associated with happiness, enjoyment, pleasure, and satisfaction. Moreover, self-determination has also been described as the three important components that drive intrinsic motivation: autonomy, competence, and the need to remain connected with others.⁵² Previously, it was revealed that intrinsically motivated individuals tend to show optimism and challenge.⁵³ Therefore, the intrinsically motivated individuals can be found to have the potential to show behaviors towards the practices that provoke a balance between the important aspects of ability and challenge. Furthermore, the intrinsic motivation could directly impact the behaviors of the employees.

Self-determination theory explains that intrinsically motivated individuals tend to perform a behavior to achieve the organizational goals.¹⁴ Further research done by Ref. 54 suggests that an individual should not only believe in their capability in terms of performing a certain behavior, but also they should expect this behavior to be influential in terms of achieving the desired outcomes.⁵⁵ A study suggests that motivation reduces the harmful relationship and tends to form the positive behaviors of the employees, leading to important proactive task behaviors and promoting entrepreneurship. Thus, it can be claimed that motivation is pivotal in terms of initiating the intrapreneurial behavior of the employees. Employees must also expect that intrapreneurship will be an instrumental aspect. Therefore, from the above literature, we draw:

Intrinsic motivation significantly influences the intrapreneurial behavior of the employees.

Intrinsic motivation as a mediator

Although H1 postulates a direct relationship between SL and IB, SDT proposes that the major channel in which need-supportive leadership impacts on the complex discretionary behaviors is not behavioral but psychological and motivational.²⁵ In other words, SL does not force employees to be innovative, but it fulfills the psychological needs that give rise to the intrinsic motivation that, consequently, drives self-initiated, creative and proactive behavior. The hypothesized mediating effect of IM is thus theoretically required. It defines the psychological process, by which the need-supportive properties of SL are transformed into IB.

Specifically, in case spiritual leaders offer a strong vision, inculcate hope and faith in the abilities of employees, and show selfless care and trust, employees feel greater levels of intrinsic motivation. They are interested in their work because it is meaningful and good.^14,39 This autonomy motivation then invigorates intrapreneurial activities. Intrinsically motivated employees are more amenable to experimentation, initiative, new ideas, and accept the uncertainty and risk of intrapreneurial behavior as established above (H3).^18,19,35 The chain proposed is thus, SL meets psychological needs → IM increases → IB increases.

Notably, intrinsic motivation is a mediator in the SL-IB relationship, yet, as far as a hospitality setting is concerned, the mediating role of intrinsic motivation has not been examined in existing related SL models, such as psychological empowerment,¹⁵ creative self-efficacy,¹⁶ and pro-environmental behavior.⁹ IM is the psychological condition which SDT theoretically and directly implies as the result of need satisfaction, and it is the condition which is most often and consistently related with the creative, self-inspired work behavior.^27,28 To consider it as the mediating mechanism of the SL-IB pathway is empirically new and theoretically required. Therefore, from the above literature, we can draw the following hypothesis:

Intrinsic motivation mediates the relationship between spiritual leadership and the intrapreneurial behavior of the employees.

The moderating effect of Harmonious Work Passion (HWP)

Although the mediating hypothesis (H4) indicates the psychological process connecting SL and IB, it fails to explain why the strength of this pathway can be different among various employees. The organismic integration of SDT is that the degree to which satisfaction of needs translates into autonomous motivation is partly determined by the extent to which the individual internalized his/her work role.³⁰ Harmonious work passion (HWP) is defined as the individual level difference involving the autonomous, non-compulsive internalization of work into the self that work is in harmony with other areas of life.²⁰ We hypothesize that HWP is a boundary condition or defines the moments when the SLIM and IMIB relationships are stronger or weaker but do not describe how the relationships take place. That is, HWP is not a mechanism between variables; it is a state of affairs whereby the strength of the relationships that exist is altered.

Concerning the SL–IM relationship, we hypothesize that the relationship is stronger at higher levels of HWP. Highly HWP employees have internalized their work role independently—they perceive work as an important way of expressing their identity.²¹ Since leadership behaviors enhance the sense of purpose and belonging already cherished by harmoniously passionate employees. These employees are better psychologically, and more responsive to the vision, hope/faith, and altruistic love aspects of spiritual leadership.^56,57 Consequently, the identical SL behaviors produce a larger increment in intrinsic motivation among high-HWP as compared to low-HWP employees. On the other hand, in low HWP employees, their work identity is not as highly internalised and thus they are less susceptible to the spiritual and purpose-based cues that SL offers. In this way the relationship between SL and IM depends on the extent of HWP: a strong relationship when HWP is high, a weak relationship when HWP is low.

Concerning the IM-IB relationship, we suggest that HWP moderates the relationship but in an inverse direction, the positive relationship between IM and IB gets less strong at high levels of HWP. This apparent counter-intuitive forecast is based on the following reasoning. High HWP employees will invest a lot in learning and refining their existing, in the case of hospitality this translates to providing exceptional guest service with high quality and accuracy.³⁴ Intrinsically motivated highly passionate employees tend to focus their motivational energy on mastery of their current position instead of disruptive, boundary-breaking intrapreneurial behaviors.⁵⁸ The satisfaction they gain because they are doing what they are good at decreases the motivation on the psychological level to continue getting more fulfillment by innovation. Moreover, within hierarchical hospitality organizations, harmonious passionate workers can adjust their interests to that of structural expectations as opposed to confronting them even when intrinsically driven they might be willing to seek adequate satisfaction in non-radical excellence as opposed to radical innovation.²⁰ Therefore, it has been shown that positive IM-IB relationship is diluted when the levels of HWP are high (Figure 1).

Figure 1.

Theoretical framework.

Hence, based upon the above literature, the following hypothesis is proposed:

Harmonious work passion moderates the relationship between spiritual leadership and intrinsic motivation, such that this relationship is stronger when harmonious work passion is high.

Harmonious work passion moderates the relationship between intrinsic motivation and the intrapreneurial behavior of the employees, such that this relationship is weaker when harmonious work passion is high.

Research methodology

Research design

The research design used in this study is a quantitative, cross-sectional study, which is based on the positivist paradigm. Positivist approach is the right approach to our aim of testing hypotheses concerning relationships between the variables and to generalize the results to the whole population of hospitality employees in Pakistan.⁵⁹ The cross-sectional design gives us an opportunity to record a picture of relationships between spiritual leadership, intrinsic motivation, harmonious work passion, and intrapreneurial behavior at a particular point in time, which in turn is appropriate in testing hypotheses in an under-researched setting.⁶⁰

Sampling technique and sample size

This research study gathered data from managerial and frontline employees working in hotels in Lahore, Pakistan. Lahore was selected for being second largest city in Pakistan and one of the largest tourism destinations that contains a large population of hotels of both the budget and luxury segments.⁶

This study used G-Power with Effect size (medium) = 0.15, Significance level = 0.05, and Probability of rejecting null hypothesis = 0.95 to calculate the minimum sample size of 129. The study by Ref. 61 concluded that the response rate of drop-and-collect approach in the hospitality industry is 42.58%. Thus, the questionnaire was distributed to 306 international tourists to get the needed sample size of 129 respondents with the response rate of 42. The study got 252 valid responses with 82.35% response rate.⁶²

The drop-and-collect technique was used to gather data, delivering questionnaires to the respondents at the workplace and returning later to collect the completed surveys.^60,63 This was especially appropriate since the research was aimed at employees in Lahore, where the respondents had enough time to take the survey and minimize non-response rates, and convenience.^59,63

For the data collection formal consent was taken with the hotel management by clarifying the objective of the study and by giving assurance of confidentiality. The researchers contacted the potential participants when they were not at their peak hours to limit the disturbance caused at the workplace. The participants received the cover letter that stated the purpose of the study, free participation, and guarantees of confidentiality, and approximate time of completion (around 15-20 min). All participants were informed about the study and provided informed consent before they received the questionnaires (Table 1).

Table 1.

Descriptive of the respondents.

Demographics	Categories	f (n = 252)	%
Gender	Male	166	65.8
Gender	Female	86	34.1
Age	Up to 23	37	14.6
	24–38 years	128	50.7
	39–55 years	57	22.6
	56+ years	30	11.9
Education	Bachelor	84	33.3
	Master	61	24.2
	Other	107	42.4
Service length	Up to 1 year	83	32.9
	2–5 years	92	36.5
	5–10 years	54	21.4
	10+ years	23	9.1

Measures

This study adapted the valid and reliable scales from the previous studies. The factor loadings and reliability of each scale were higher than 0.70 (>0.70). Seventeen seventeen-item spiritual leadership scale was adapted from the study conducted by Ref. 38 to measure the items and their reliability. Sample items for spiritual leadership scale were “My workgroup has a vision statement that brings out the best in me,” “I have faith in my organization and I am willing to do whatever it takes to insure that it accomplishes its mission,” and “My organization is trustworthy and loyal to its employees.” Furthermore. Intrapreneurial behaviors, a 15-item scale was adapted from a study of Ref. 64. The sample items were “In the course of my work, I find new ways to do things,” “I often come up with new ideas for products or services,” and “I actively search for new opportunities for the organization.” A seven items scale for harmonious work passion was adapted from Ref. 65, developed by Ref. 20. The sample items for HWP were “My work is in harmony with other activities in my life” and “My work allows me to live a variety of experiences.” Likewise, the scale of intrinsic motivation, having 4-items was measured and adapted from the study of Ref. 18. The sample items for intrinsic motivation were measured with the introductory question “Why are you motivated to do your work? and then “Because I enjoy the work itself.” All the scales were measured based on a Likert scale ranging from (1 strongly disagree to 5 strongly agree).

Data analysis and results

Common method bias (CMB)

As the data were gathered using one source and at one time, common method bias (CMB) could be the concern.⁶⁶ To deal with this problem, we ensured anonymity and confidentiality with clear communication that no information would be shared with the management. Straightforward, simple instructions, and avoiding the use of ambiguous and leading questions. After data collection, we used Harman test as a single factor test to undertake as a diagnostic measure.⁶⁶ An unrotated exploratory factor analysis of all items demonstrated that the first factor explained 29.2% of variation, which was significantly lower than the threshold value of 50% indicating no common method bias.

Measurement model

In measurement model this study assessed the internal consistency reliability, convergent, and discriminant validities. Table 2 demonstrates that all the factor loadings were higher than the threshold value of 0.6.⁶⁷ However, some of the loading are less than the threshold value of 0.708 suggested by Ref. 68. There was no need to delete the items, and the items were retained as average variance extracted (AVE) value was higher than 0.5. For the internal consistency reliability, composite reliability (CR >0.8), and for convergent validity (AVE >0.5) were considered. Table 2 shows that values of all constructs met the threshold values, indicating internal consistency reliability and convergent validity of the constructs.

Table 2.

Reliability and validity of the constructs.

Constructs	Items	CR	Loading	AVE
Spiritual leadership	SLR1	0.90	0.827	0.555
	SLR2		0.776
	SLR3		0.865
	SLR4		0.815
	SLR5		0.706
	SLR6		0.795
	SLR7		0.772
	SLR8		0.834
	SLR9		0.815
	SLR10		0.834
	SLR11		0.755
	SLR13		0.654
	SLR14		0.613
	SLR15		0.667
	SLR16		0.679
	SLR17		0.692
Intrinsic motivation	IM1	0.892	0.872	0.738
	IM2		0.833
	IM3		0.890
	IM4		0.839
Harmonious work passion	HWP1	0.863	0.768	0.544
	HWP2		0.740
	HWP3		0.785
	HWP4		0.719
	HWP5		0.728
	HWP6		0.710
	HWP7		0.711
Intrapreneurial behavior	IPB1	0.90	0.663	0.503
	IPB3		0.760
	IPB4		0.731
	IPB5		0.711
	IPB6		0.686
	IPB7		0.689
	IPB8		0.722
	IPB9		0.726
	IPB10		0.671
	IPB11		0.689
	IPB12		0.699
	IPB13		0.739
	IPB14		0.672
	IPB15		0.758

Source(s): Authors’ own work.

CR: composite reliability; AVE: average variance extracted.

The Heterotrait–Monotrait (HTMT) ratio was used to measure the discriminant validity. The values in Table 3 are lower than the threshold value of 0.90, representing that the values meet the criteria of validity.^69,70

Table 3.

Heterotrait–Monotrait Ratio (HTMT).

Constructs	HWP	IB	IM
HWP
IB	0.860
IM	0.515	0.542
SL	0.67	0.617	0.563

Note. Harmonious work passion: HWP; intrapreneurial behavior: IB; intrinsic motivation: IM; and spiritual leadership: SL.

Source(s): Authors’ own work.

Structural equation modeling

The values of the measurement model were satisfactory and up to the threshold standards, so this research conducted the structural model. Before analyzing the relationships, this study evaluated the fitness of the structural model through collinearity assessment. Table 4 shows that there is no multicollinearity issue, as all the VIF values range from 1 to 1.225 and are under the threshold value of 3.3.⁶⁸ R² value of IB (0.756) mentioned in Table 4 indicates that the model has higher predictive power.

Table 4.

Multicollinearity and predictive power values.

Indicators	Descriptions	Test value	Criteria
Collinearity statistics (VIF)	HWP → IB	1.255	<3.3 (Hair et al., 2020)
	IM → IB	1.255
	SL → IM	1
R²	IB	0.756	>0.75 High predictive power
	IM	0.312	>0.50 moderate
			>0.10 small predictive power (Sarstedt & Cheah, 2019)

Source(s): Authors’ own work.

Further analysis showed the relationships between exogenous variables and endogenous variables. Table 5 shows that the relationship between spiritual leadership and intrapreneurial behavior is insignificant (β = 0.044; p-value >0.05). Whereas intrinsic motivation significantly affects the intrapreneurial behavior with (β = 0.133; p-value <0.005). Moreover, spiritual leadership significantly influences intrinsic motivation (β = 0.559; p-value <0.05). This study also identified the mediating effect of intrinsic motivation between the relationship of spiritual leadership and intrapreneurial behavior, with (β = 0.075; p-value <0.05) and confidence interval of (0.033–0.124).

Table 5.

Direct and indirect effect.

No	Hypotheses testing	β	T-values	p-values	Confidence interval (CI)		Decision
No	Hypotheses testing	β	T-values	p-values	Lower CI	Upper CI	Decision
H1	SL IB	0.044	0.732	0.464			Reject
H2	IM IB	0.133	3.464	0.001			Accept
H3	SL IM	0.559	12.574	0.000			Accept
H4	SL IM IB	0.075	3.217	0.001	0.033	0.124	Accept

Source(s): Authors’ own work.

This study also examined the moderating effect of harmonious work passion on the relationships of SL to IM and IM to IB. Table 6 shows that HWP significantly moderates the relationship between SL -> IM with (β = 0.198; p-value <0.005). This study also examined the effect size of the moderating relationship. For the effect size, values of R² before and after the interaction term were used. The change in R² yielded an effect size of 0.118, which is a moderate effect.⁶² Figure 2 shows that Harmonious Work Passion (HWP) positively moderates the spiritual leadership intrinsic motivation relationship (β = 0.198, moderate effect size f² = 0.118). At high HWP, intrinsic motivation rises sharply from 2.0 to 4.0 as spiritual leadership increases. At low HWP, the slope is nearly flat (2.1 to 2.0), indicating HWP amplifies this pathway

E f f e c t S i z e = \frac{R^{2} included - R^{2} e x c l u d e d}{1 - R^{2} i n c l u d e d}

= \frac{0.385 - 0.312}{1 - 0.385} = 0.118

Table 6.

Moderating effect.

No	Hypotheses testing	β	t-value	p-value	Decision	f ²	Effect size
H5	HWP × SL IM	0.198	3.652	0.000	Accepted	0.118	Moderate
H6	HWP × IM IB	−0.263	7.725	0.000	Accepted	0.318	Large

Source(s): Authors’ own work.

Figure 2.

Interactive relationship.

Similarly, the moderating effect of HWP on the relationship between IM -> IB is also significant with the (β = −0.263; p-value <0.005). The effect size for this relationship, that is, 0.318, is a large effect. Figure 3 shows that HWP negatively moderates the intrinsic motivation–intrapreneurial behavior relationship (β = −0.263, large effect size f² = 0.318). When HWP is high, intrapreneurial behavior increases only modestly (from 1.8 to 3.4) as intrinsic motivation rises. When HWP is low, the slope is steeper (1.8 to 3.8). Thus, high HWP attenuates the motivation behavior link, supporting the double-edged nature of passion

= \frac{0.815 - 0.756}{1 - 0.815} = 0.318

Figure 3.

Interaction plot.

Discussion

This study examines the impact of SL and IM on IB. The results highlight the significant impact of SL on IB through IM. Additionally, this study also examines the moderating impact of HWP on the relationship between SL to IM, and IM to IB, suggesting that harmonious work passion effectively enhances IB under intrinsic motivation. The most important conclusion is that spiritual leadership has no direct impact on intrapreneurial behavior (H1 rejected). This contradicts some earlier studies such as Ref. 39, and implies that being a spiritual leader alone is insufficient to directly stimulate employee innovation in Pakistani hotels. Rather, our findings show that Intrinsic Motivation is the sole channel through which SL exerts its influence (H4 supported). This is exactly in line with our SDT framework: SL stimulates an internal drive (IM) by meeting psychological needs for relatedness, competence, and autonomy.³⁰ Employees are empowered to demonstrate proactive and creative behaviors by this internal motivation rather than the leadership style itself. This highlights a crucial lesson for managers: instead of assuming that leadership will inevitably lead to innovation, the emphasis should be on fostering an environment that fosters internal motivation.

This observation questions simplistic assumptions that the leadership styles can directly be converted into the preferred behaviors. Rather, it points to a key conceptualization of theory and practice, leadership has an indirect impact on innovation by setting the psychological conditions to leverage the internal motivation of employees. It is especially true of the hospitality industry, where the presence of the standardized procedures and hierarchical frameworks can restrict the ability of the leaders to directly affect the behaviors of employees.⁶ Spiritual leaders cannot just dictate innovation; they should establish the drive within them that will make employees decide to be innovative.

The complexity and dual nature of Harmonious Work Passion are revealed by our research. HWP functions as an amplifier between SL and IM, as suggested by hypothesis (H5). Even greater levels of intrinsic motivation result from passionate workers’ increased openness to the significance and encouragement offered by spiritual leaders. Nonetheless, a startling and unexpected finding is the negative moderating effect of HWP on the IM-IB relationship (H6).

It suggests that there is less of a positive correlation between employees’ intrapreneurial behavior and intrinsic motivation when they have high harmonious passion. Two plausible explanations based on the hospitality setting are put forth by us: First one is that workers with high HWP may experience such intense fulfillment and absorption from mastering their primary, assigned tasks such as providing faultless guest service that they feel less of a need for or have less mental capacity for risky, disruptive intrapreneurial activities they are passionate about maintaining the status quo.³⁴ Their passion is deeply satisfied by excellence within their current role, reducing the drive to seek fulfillment through innovation. This aligns with research showing that passion can be channeled toward either exploitative or explorative activities, with harmoniously passionate individuals sometimes preferring the former when it provides sufficient fulfillment.⁷¹

Second one is harmoniously passionate workers may be more inclined to modify their interests to conform to current organizational restrictions in a hierarchical hospitality setting.²⁰ Even when they are intrinsically motivated, they find profound fulfillment in the system, which may lessen their drive to challenge or alter it through innovation. This suggests that, under specific structural conditions, harmonious passion may unintentionally direct motivation away from radical innovation and toward incremental excellence within predetermined boundaries.⁵⁸

These results indicate that harmonious work passion is a two-sided sword within an innovation setting: it enhances the motivation formation but can weaken the translation of motivation into disruptive innovation based on some structural circumstances.

Theoretical and practical implications

There are three theoretical contributions in this study. First, it confirms intrinsic motivation (IM) as the intermediate variable that mediates the relationship between spiritual leadership (SL) and intrapreneurial behavior (IB).^12,13 In comparison with previous studies on mediation,^9,15,16 the IM was not studied in the SL-IB relationship in the hospitality. Second, it redefines harmonious work passion (HWP)^22,23 as a moderator: HWP enhances SL-IM, yet diminishes IM-IB, demonstrating passion to be two-sided. Third, it contributes to the IB research in a under researched context of Pakistani hotels. Despite the significance of the sector,^12,37 the majority of IB research is of a Western or manufacturing nature.^3,36 This paper presents empirical evidence of this conditional model in this setting.

There are some practical recommendations, first, our findings recommend investing in Spiritual Leadership development by teaching managers how to express a compelling vision, the ability to create strong visions that make work meaningful, the willingness to show sincere care and selfless love to the employees, and the ability to make the employees believe in their potential to withstand adversities.⁷² The development programs of leadership should be focused on the ability to communicate organizational purpose, model authentic care, and create team resilience. Hotels can introduce such practices as the vision workshops where the leaders jointly create departmental missions that are consistent with organizational purpose or introduce mentoring programs where senior leaders can model altruistic love via developmental relationships.

Second, develop intrinsic motivation systematically as opposed to equating leadership with innovation. Since the relationship between leadership and innovations is completely mediated by intrinsic motivation, organizations should deliberately establish work settings, giving people freedom to choose how to accomplish their objectives, and making sure that recognition is based on initiative and creative efforts rather than just results. This fosters creative spirit. Hotels can also introduce programs of job crafting in which employees can adjust certain job aspects to suit their personal interests and competencies.⁷³

Third, handle passion strategically by recognizing the complexity of passion. Managers must establish clear channels and psychological safety for motivated and passionate workers to focus their energies on intrapreneurial projects, even though cultivating a passionate workforce is advantageous. To break down silos and provide an organized outlet for creative energy, this may entail setting up cross-functional teams, “innovation time,” or idea incubators.

Fourth, reward and recognition systems should be designed to promote initiative and creative effort, rather than results. Since intrinsic motivation is the force behind intrapreneurial behavior, the extrinsic reward systems should be well structured to facilitate intrinsic motivation and not to suppress it.⁷⁴

Fifth, establish company systems through which motivated employees can act on their innovation impulses. Hotels could straighten organizational hierarchies where they are appropriate or have innovation champions with whom employees can sell ideas or run rapid prototyping.

Limitations and directions for future research

The limitations of this study provide opportunities for further investigation. The cross-sectional design does not allow causal conclusions. Although SDT offers solid theoretical justification in the belief that spiritual leadership is likely to impact intrinsic motivation, which in turn promotes intrapreneurial action, our data cannot rule out other possible causal pathways, or reciprocal relationships. Future research should employ longitudinal designs with multiple measurement waves to establish temporal precedence and examine the dynamic evolution of these relationships.

Data were collected from a single source, raising potential common method bias concerns. While we implemented procedural remedies and statistical tests suggested CMB is not a substantial concern, multi-source data would strengthen confidence in findings. Future research should incorporate supervisor ratings of employee intrapreneurial behavior and potentially peer ratings of intrinsic motivation to triangulate employee self-perceptions. Future research should test this model in various organizational and cultural contexts, as the sample came from a single nation and city limiting generalizability to other geographical and cultural contexts. The unexpected negative moderation of harmonious work passion on the intrinsic motivation-intrapreneurial behavior relationship requires qualitative investigation. While we focused on intrinsic motivation as the sole mediator, spiritual leadership likely influences intrapreneurial behavior through additional psychological mechanisms. Future research should examine alternative or parallel mediators such as psychological empowerment,¹⁵ creative self-efficacy,¹⁶ psychological safety, or meaningfulness.⁷⁵

Footnotes

ORCID iDs

Muhammad Umair Nazir

Shahab Alam Malik

Ethical considerations

This study underwent formal ethical review. At Minhaj University, the Board of Advanced Studies and Research (BOASAR) serves as the institutional ethics committee, operating under the national ethical framework provided by the Higher Education Commission (HEC) of Pakistan. The research protocol and instruments were submitted to BOASAR for evaluation. Upon approval of the draft proposal, BOASAR authorized the commencement of data collection with the explicit stipulations that: (1) informed consent must be secured from all participants, and (2) data collected must be used strictly for academic and educational purposes.

Author contributions

○ Muhammad Umair Nazir: Conceptualization, Formal Analysis, Validation, Review & Editing.

○ Muhammad Rehan: Investigation, Methodology, Writing, Original Draft.

○ Shahab Alam Malik: Supervision, Review & Editing.

Funding

The authors received no financial support for the research, authorship, and/or publication of this article.

Declaration of conflicting interests

The authors declared no potential conflicts of interest with respect to the research, authorship, and/or publication of this article.

Data Availability Statement

The data that support the findings of this study are available from the corresponding author, Muhammad Umair Nazir, upon reasonable request.*

Declaration of generative AI use

During the preparation of this work the author(s) used Grammarly/Quilbot in order to proofread and edit. After using this tool/service, the author(s) reviewed and edited the content as needed and take(s) full responsibility for the content of the published article.

References

Antoncic

Hisrich

. Clarifying the intrapreneurship concept. J Small Bus Enterprise Dev 2003; 10(1): 7–24.

Kuratko

Hornsby

Hayton

. Corporate entrepreneurship: the innovative challenge for a new global economic reality. Small Bus Econ 2015; 45(2): 245–253.

Rigtering

JPC

Weitzel

. Work context and employee behavior as antecedents for intrapreneurship. Int Enterpren Manag J 2013; 9(3): 337–360.

Farrukh

Chong

Mansori

, et al. Intrapreneurial behavior: the role of organizational commitment. World J Entrep Manag Sustain Dev 2017; 13(3): 243–256.

Tsui

Nifadkar

. Cross-national, cross-cultural organizational behavior research: advances, gaps, and recommendations. J Manag 2007; 33(3): 426–478.

Mumtaz

Rowley

. Human resource management in Pakistan. In: Rowley

Cooke

(eds). Management in South Asia. Routledge, 2020, pp. 179–202.

Eva

Robin

Sendjaya

, et al. Servant leadership: a systematic review and call for future research. Leadersh Q 2019; 30(1): 111–132.

Wang

Guo

, et al. The effect of spiritual leadership on employee effectiveness: an intrinsic motivation perspective. Front Psychol 2019; 9: 2627.

Afsar

Badir

Kiani

. Linking spiritual leadership and employee pro-environmental behavior: the influence of workplace spirituality, intrinsic motivation, and environmental passion. J Environ Psychol 2016; 45: 79–88.

10.

Fry

. Toward a theory of spiritual leadership. Leadersh Q 2003; 14(6): 693–727.

11.

Ottenbacher

Gnoth

. How to develop successful hospitality innovation. Cornell Hotel Restaur Adm Q 2005; 46(2): 205–222.

12.

Usman

Ali

Ogbonnaya

, et al. Fueling the intrapreneurial spirit: a closer look at how spiritual leadership motivates employee intrapreneurial behaviors. Tour Manag 2021; 83: 104227.

13.

Hunsaker

. Spiritual leadership and employee innovation. Curr Psychol 2022; 41(8): 5048–5057.

14.

Ryan

Deci

. Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. Am Psychol 2000; 55(1): 68–78.

15.

Zhang

Bartol

. Linking empowering leadership and employee creativity: the influence of psychological empowerment, intrinsic motivation, and creative process engagement. Acad Manag J 2010; 53(1): 107–128.

16.

Tierney

Farmer

. Creative self-efficacy development and creative performance over time. J Appl Psychol 2011; 96(2): 277–293.

17.

Moriano

Molero

Topa

, et al. The influence of transformational leadership and organizational identification on intrapreneurship. Int Enterpren Manag J 2014; 10: 103–119.

18.

Grant

. Does intrinsic motivation fuel the prosocial fire? Motivational synergy in predicting persistence, performance, and productivity. J Appl Psychol 2008; 93(1): 48–58.

19.

Amabile

. Motivational synergy: toward new conceptualizations of intrinsic and extrinsic motivation in the workplace. Hum Resour Manag Rev 1993; 3(3): 185–201.

20.

Vallerand

Houlfort

. Passion at Work: Toward a New Conceptualization. In: Gilliland

S. W.

Steiner

D. D.

Skarlicki

D. P.

(eds) Emerging Perspective on Values in Organizations. Charlotte: Information Age Publishing, 2003, pp. 175–204.

21.

Vallerand

. The psychology of passion: a dualistic model. Oxford University Press, 2015.

22.

Madaan

Sharma

. Linking empowering leadership to employee work-behaviors in the hospitality context: the role of harmonious work passion as a mediator. J Hum Resour Hospit Tourism 2024; 23(3): 531–560.

23.

Madaan

Jain

Sharma

. Does paradoxical leadership predict employee job performance in hospitality? A sequential mediation of harmonious work passion and innovative work behavior. J Hospit Tour Insights 2025; 8(4): 1458–1477.

24.

Lin

Zhou

Hou

. Paradoxical leadership and employee creativity: the roles of harmonious work passion and proactive personality. Leader Organ Dev J 2024; 45(6): 1063–1082.

25.

Deci

Ryan

. Self-determination theory: a macrotheory of human motivation, development, and health. Can Psychol 2008; 49(3): 182–185.

26.

Parker

Bindl

Strauss

. Making things happen: a model of proactive motivation. J Manag 2010; 36(4): 827–856.

27.

Grant

Berry

. The necessity of others is the mother of invention: intrinsic and prosocial motivations, perspective taking, and creativity. Acad Manag J 2011; 54(1): 73–96.

28.

Gagné

Deci

. Self-determination theory and work motivation. J Organ Behav 2005; 26(4): 331–362.

29.

Bayighomog

Araslı

. Workplace spirituality–customer engagement nexus: the mediated role of spiritual leadership on customer–oriented boundary–spanning behaviors. Serv Ind J 2019; 39(7-8): 637–661.

30.

Ryan

Deci

. Self-determination theory: basic psychological needs in motivation, development, and wellness. Guilford Publications, 2017.

31.

Bass

Riggio

. Transformational leadership. 2nd ed. Lawrence Erlbaum Associates, 2006.

32.

Bandura

. Social foundations of thought and action: a social cognitive theory. Prentice-Hall, 1986.

33.

Hobfoll

. Conservation of resources: a new attempt at conceptualizing stress. Am Psychol 1989; 44(3): 513–524.

34.

Forest

Mageau

Sarrazin

, et al. “Work is my passion”: the different affective, behavioral, and cognitive consequences of harmonious and obsessive passion toward work. Can J Adm Sci Rev Canad Sci Adm 2011; 28(1): 27–40.

35.

Farrukh

Lee

JWC

Shahzad

. Intrapreneurial behavior in higher educational institutes of Pakistan: the role of employee motivation, leadership style, and perceived organizational support. J Appl Res High Educ 2019; 11(2): 273–294.

36.

Alam

Uddin

Yazdifar

. Institutional determinants of R&D investment: evidence from emerging markets. Technol Forecast Soc Change 2020; 138: 34–44.

37.

Farrukh

Ying

Mansori

. Organizationalcommitment: how leadership style affects it in the Pakistani hospitality industry. J Hum Resour Hospit Tourism 2021; 20(4): 511–532.

38.

Fry

Vitucci

Cedillo

. Spiritual leadership and army transformation: theory, measurement, and establishing a baseline. Leadersh Q 2005; 16(5): 835–862.

39.

Fry

Egel

. Spiritual leadership: embedding sustainability in the triple bottom line. Graziadio Business Review. 2017; 20(3): 1–28.

40.

Yang

Fry

. The role of spiritual leadership in reducing healthcare worker burnout. J Manag Spiritual Relig 2018; 15(4): 305–324.

41.

Lee

Lovelace

Manz

. Serving with spirit: an integrative model of workplace spirituality within service organizations. J Manag Spiritual Relig 2014; 11(1): 45–64.

42.

Locke

Latham

. New developments in goal setting and task performance. Routledge New York, 2013, Vol. 24.

43.

Robbins

DeCenzo

. Fundamentals of management: essential concepts and applications. Prentice Hall, 2008.

44.

Zeuch

. Handbook of human resources management. Springer Reference, 2016.

45.

Breaugh

Ritz

Alfes

. Work motivation and public service motivation: disentangling varieties of motivation and job satisfaction. Public Manag Rev 2018; 20(10): 1423–1443.

46.

Chen

C-Y

C-I

. Assessing the spiritual leadership effectiveness: the contribution of follower's self-concept and preliminary tests for moderation of culture and managerial position. Leadersh Q 2013; 24(1): 240–255.

47.

Supriyanto

Ekowati

Maghfuroh

. Do organizational citizenship behavior and work satisfaction mediate the relationship between spiritual leadership and employee performance? Manag Sci Lett 2020; 10(5): 1107–1114.

48.

Mondy

Martocchio

. Human resource management fourteenth edition global edition. Pearson Education Limited, 2016.

49.

Andrews

Delahaye

. Influences on knowledge processes in organizational learning: the psychosocial filter. J Manag Stud 2000; 37(6): 797–810.

50.

Fraj

Matute

Melero

. Environmental strategies and organizational competitiveness in the hotel industry: the role of learning and innovation as determinants of environmental success. Tour Manag 2015; 46: 30–42.

51.

Frese

Fay

. 4. Personal initiative: an active performance concept for work in the 21st century. Res Organ Behav 2001; 23: 133–187.

52.

Garrin

. The will to lead: the dynamic integration of intrinsic motivation and social change leadership. Journal of Sustainable Social Change 2014; 6(1): 6.

53.

Cho

Chaudhuri

. Conclusion: learnings from eight country studies on women entrepreneurs in Asia. Adv Develop Hum Resour 2020; 22(2): 227–235.

54.

Vroom

. Organizational choice: a study of pre-and postdecision processes. Organ Behav Hum Perform 1966; 1(2): 212–225.

55.

Lebel

Patil

. Proactivity despite discouraging supervisors: the powerful role of prosocial motivation. J Appl Psychol 2018; 103(7): 724–737.

56.

Carbonneau

Vallerand

Fernet

, et al. The role of passion for teaching in intrapersonal and interpersonal outcomes. J Educ Psychol 2008; 100(4): 977–987.

57.

Liu

Chen

X-P

Yao

. From autonomy to creativity: a multilevel investigation of the mediating role of harmonious passion. J Appl Psychol 2011; 96(2): 294–309.

58.

Trépanier

S-G

Fernet

Austin

, et al.

Linking job demands and resources to burnout and work engagement: does passion underlie these differential relationships?

Motiv Emot 2014; 38: 353–366.

59.

Saunders

Lewis

Thornhill

. Research methods forbusiness students. Prentice Hall, Financial Times, 2003.

60.

Bryman

Bell

. Business research methods. 4th ed. Oxford University Press, 2015.

61.

Ali

Ciftci

Nanu

, et al. Response rates in hospitality research: an overview of current practice and suggestions for future research. Cornell Hosp Q 2020; 62: 193896552094309. https://doi.org/10.1177/1938965520943094

62.

Cohen

. Statistical power analysis. Curr Dir Psychol Sci 1992; 1(3): 98–101. https://doi.org/10.1111/1467-8721.ep10768783

63.

Zikmund

Babin

Carr

, et al. Business research methods. 8th ed. South-Western Cengage Learning, 2010.

64.

Stull

Singh

. Intrapreneurship in nonprofit organizations: examining the factors that facilitate entrepreneurial behavior among employees. Retrieved May 2005; 24(2005): 192–210.

65.

Anser

Ali

Usman

, et al. Ethical leadership and knowledge hiding: an intervening and interactional analysis. Serv Ind J 2021; 41(5–6): 307–329. https://doi.org/10.1080/02642069.2020.1739657

66.

Podsakoff

MacKenzie

Lee

, et al. Common method biases in behavioral research: a critical review of the literature and recommended remedies. J Appl Psychol 2003; 88(5): 879–903.

67.

Chin

. Handbook of partial least squares. In: Handbook of Partial Least Squares. Springer, 2010. https://doi.org/10.1007/978-3-540-32827-8

68.

Hair

Howard

Nitzl

. Assessing measurement model quality in PLS-SEM using confirmatory composite analysis. J Bus Res 2020; 109(August 2019): 101–110. https://doi.org/10.1016/j.jbusres.2019.11.069

69.

Hair

Ringle

Gudergan

, et al. Partial least squares structural equation modeling-based discrete choice modeling: an illustration in modeling retailer choice. Business Research 2019; 12(1): 115–142. https://doi.org/10.1007/s40685-018-0072-4

70.

Ringle

Sarstedt

Mitchell

, et al. Partial least squares structural equation modeling in HRM research. Int J Hum Resour Manag 2018; 31: 1–27, January. https://doi.org/10.1080/09585192.2017.1416655

71.

Lavigne

Forest

Fernet

, et al. Passion at work and workers’ evaluations of job demands and resources: a longitudinal study. J Appl Soc Psychol 2014; 44(4): 255–265.

72.

Jeon

Choi

. A multidimensional analysis of spiritual leadership, affective commitment and employees’ creativity in South Korea. Leader Organ Dev J 2020; 41(8): 1035–1052.

73.

Wrzesniewski

Dutton

. Crafting a job: revisioning employees as active crafters of their work. Acad Manag Rev 2001; 26(2): 179–201.

74.

Deci

Koestner

Ryan

. A meta-analytic review of experiments examining the effects of extrinsic rewards on intrinsic motivation. Psychol Bull 1999; 125(6): 627–668.

75.

Lips-Wiersma

Wright

. Measuring the meaning of meaningful work: development and validation of the Comprehensive Meaningful Work Scale (CMWS). Group Organ Manag 2012; 37(5): 655–685.