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NTU Management Review Vol. 33 No. 2 Aug. 2023

conducive to innovative self-efficacy through knowledge sharing and mutual assistance
(Huang and Tsai, 2019; Liao et al., 2010). Second, some studies have utilized motivation
theory to explore individual innovation performance (Chen, Farh, Campbell-Bush, Wu,
and Wu, 2013; Lin et al., 2023). Zhang and Bartol (2010) find that individual motivation
can be elicited through influences such as EML, characterized as performing a supportive
role that drives employees’ motivation to engage into innovative behavior. Likewise, Kim
et al. (2021) take the interactionist perspective to explain the effects of the supports from

the workplace (i.e., supervisor and coworker knowledge sharing) on employee’s creative
behavior. However, their results note that these support resources do little to explain
employees’ innovative behavior. Thus, there is a necessity to further examine various
mediators in the relationship between support resources and innovative behavior.
The current study draws on two theoretical lenses{social exchange theory and social
influence theory{to gain insights into the potential effects of leadership and relationship
quality on individual innovation performance. Social exchange features long-term and

unspecified mutual obligations (Larson, 1992); the norm of reciprocity is often evoked in
exchange relationships and, in turn, may trigger one’s obligation toward individuals or
organizations (Liao et al., 2010). Prior studies view these exchange relationships in the
workplace as a social support resource (Liao et al., 2010). In the workplace, two focal
support resources for each employee are those with team leaders and coworkers. The
former has been referred to as empowering leadership, involving sharing power with a
view toward addressing job significance, participative decision-making, confidence in
performing at a high level, and work autonomy (Ahearne, Mathieu, and Rapp, 2005;
Zhang and Bartol, 2010). Regarding the support sources from coworkers, team-member

exchange refers to social exchanges among coworkers with regard to the mutual help in
contributing ideas and providing feedback (Liao et al., 2010; Seers, 1989). Overall, there is
growing evidence demonstrating that both of the two support resources can independently
strengthen individual innovation performance (Kim et al., 2021; Liao et al., 2010; Yuan
and Woodman, 2010; Zhang and Bartol, 2010; Zhang and Zhou, 2014).
Figure 1 presents our conceptual model, derived by synthesizing existing theories
with outcomes of a comprehensive review of pertinent research. We posit that social

influence functions as a pivotal mediating mechanism within this framework. Moreover,
we propose that both value congruence and felt obligation act as fundamental links
between EML and TMX, thereby influencing individual innovation performance.
Specifically, social influence is conducive to innovation performance for two reasons.

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