Transformational leadership and non-family employee intrapreneurial behaviour in family-owned firms: the mediating role of adaptive culture and psychological empowerment

Abstract

Purpose

The purpose of the present study is to examine the direct impact of transformational leadership on non-family employee intrapreneurial behaviour and through a mediating role of corporate adaptive culture and psychological empowerment in family-owned firms.

Design/methodology/approach

The study’s sample consisted of 368 key role non-family employees at 109 family export and import firms in the Ho Chi Minh City of Vietnam. The data is analysed using a partial least square–structural equation model (PLS-SEM).

Findings

This paper shows that transformational leadership had a positive and significant influence on non-family employee intrapreneurial behaviour directly and via adaptive corporate culture and psychological empowerment as a mediating influence mechanism.

Practical implications

Family-owned firms might balance the need to maintain traditional core values and requires innovation through the development of human capital with non-family employee intrapreneurship.

Originality/value

This paper grants a unique approach to studying intrapreneurial behaviour in the context of the family-owned business.

Citation

Giang, H.T.T. and Dung, L.T. (2021), "Transformational leadership and non-family employee intrapreneurial behaviour in family-owned firms: the mediating role of adaptive culture and psychological empowerment", Leadership & Organization Development Journal, Vol. 42 No. 8, pp. 1185-1205. https://doi.org/10.1108/LODJ-03-2021-0116