**A. Appendices. Questionnaires for measurements**

All measurements (answers) in 1 to 7 scale: 1 (lowest; fully disagree)–7 (highest; fully agree).

**Self-efficacy measurement questionnaire** (in Ref. [46]).

Secondly, this study proposes and provides empirical evidence of the mediation of OLC or TMX on the impact of the leader's PLC on the team member's IBW. In fact, OLC and TMX are positive impacted by PLC, and at the same time OLC and TMX improve IWB. This finding constitutes a significant academic contribution, as it reveals the need to promote the intermediate constructs in order to achieve better performance of PLC on IWB. Both the systemic learning objectives proposed by OLC and the individual behavior related to rational openmindedness promoted by TMX seem to be critical for effective problem-solving and innova-

Also, the demonstrated positive relationship between the quality of TMX and the level of IWB corresponds to a specific aspect of social exchange theory, through mechanisms of perceived organizational support [117], cohesion, and the generation of trust [118]. In this context, the present research contributes to validating these mechanisms by contributing empirical evi-

Other theoretical contribution of this research consists of having empirically demonstrated the positive relationship between TMX and IWB. This relationship was seminally suggested and theoretically defended by Scott and Bruce [110, 111], but at times, it was the only one of

The results of the studies consigned in this chapter provide scientific evidence about the positive and highly significant relationship between the psychological characteristics of the leader (PLC) and the innovative behavior of the team member. It represents a contribution to the knowledge on the handling of complex processes related to human resources in today's organizations, as framed within resource capacity theory, and more specifically, in the field of

In the social context, the present research contributes knowledge that the PLC of the leader operates as an antecedent mechanism for promoting the potential innovative behavior of the individual, both directly and in a mediated manner through the perceived levels of organization construct (OLC) and the quality of TMX. Here is where a mechanism of opportunity arises for organizations that are able to incorporate self-efficacy measures into their team leader selection processes, in an effort to increase the impact on the innovative behavior of their team members. As a practical aspect, we recommend that companies include in their selection processes the study of the psychological characteristics of the leader (SE, HP, OP, Rl). The questionnaires to measure the levels of these characteristics have been included in the appendix to this chapter. Measurement of the OLC, TMX, and IWB factor questionnaires have also been included, so that a director of human resources can be measured, along the time, the progress of the teams

The author wants to thank the Universidad Icesi in Colombia, for supporting the present

dence on the relationship between the two previously mentioned variables.

their eight hypotheses not validated by their empirical investigation.

study of positive organizational behavior, a current research interest [119].

of the company in all factors worked in this chapter.

**Acknowledgements**

work with all kinds of resources.

tive behavior in general.

178 Leadership

To be applied to the individual who is (or a candidate to) a leader:

How confident would you feel? (1: lowest; 7: highest).


#### **Hope measurement questionnaire** (in Ref. [10]).

To be applied to the individual who is (or a candidate to) a leader:

How much do you agree with the sentence? (1: fully disagree; 7: fully agree).


#### **Resilience measurement questionnaire** (in Ref. [120]).

To be applied to the individual who is (or a candidate to) a leader:

How much do you agree with the sentence? (1: fully disagree; 7: fully agree).

**1.** When I have a setback at work, I have trouble recovering from it and moving on.

How much do you agree with the sentence? (1: fully disagree; 7: fully agree).

**2.** Employee learning is considered more of an investment than an expense.

**6.** All employees have generalized knowledge regarding this firm's objectives.

well aware of how they contribute to achieving the overall objectives.

**4.** Employee learning capability is considered a key factor in this firm.

and/or keep ahead of new environmental situations.

**5.** In this firm, innovative ideas that work are rewarded.

techniques it believes to be useful and interesting.

activities that might be of use to the firm.

are no longer the same.

To be applied to the collaborator:

at work.

**15.** In this firm, teamwork is the usual way to work.

etc.) are considered a useful instrument for this firm's learning.

**Team member exchange measurement questionnaire** (in Ref. [111]).

How much do you agree with the sentence? (1: fully disagree; 7: fully agree)

**1.** The partners I work with help me to learn new ways of doing things at work.

**2.** The partners I work with are confident that I'll be at the height of what is expected of me

processes.

**1.** The managers frequently involve their staff in important decision-making processes.

**3.** The firm's management looks favorably on carrying out changes in any area to adapt to

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**7.** All parts that make up this firm (departments, sections, work teams, and individuals) are

**8.** All parts that make up this firm are interconnected, working together in a coordinated fashion. **9.** This firm promotes experimentation and innovation as a way of improving the work

**10.** This firm follows up what other firms in the sector are doing, adopting those practices and

**11.** Experiences and ideas provided by external sources (advisors, customers, training firms,

**12.** Part of this firm's culture is that employees can express their opinions and make sugges-

**14.** Employees have the chance to talk among themselves about new ideas, programs, and

**16.** The firm has instruments (manuals, databases, files, organizational routines, etc.) that allow what has been learned in past situations to remain valid, although the employees

tions regarding the procedures and methods in place for carrying out tasks. **13.** Errors and failures are always discussed and analyzed in this firm, on all levels.


#### **Optimism measurement questionnaire** (in Ref. [121]).

To be applied to the individual who is (or a candidate to) a leader:

How much do you agree with the sentence? (1: fully disagree; 7: fully agree).


#### **Organization learning capability questionnaire**.

To be applied to the collaborator:

How much do you agree with the sentence? (1: fully disagree; 7: fully agree).


**1.** When I have a setback at work, I have trouble recovering from it and moving on.

**5.** I can get through difficult times at work because I've experienced difficulty before.

**2.** I usually manage difficulties one way or another at work.

**4.** I usually take stressful things at work in stride.

**6.** I feel I can handle many things at a time at this job.

**8.** My belief in myself gets me through hard times.

**10.** I have enough energy to do what I have to do.

**1.** In uncertain times, I usually expect the best.

**4.** I always look on the bright side of things.

**6.** I enjoy with my friends a lot. (Filler item)

**7.** It's important for me to keep busy. (Filler item)

**8.** I hardly ever expect things to go my way. (Reverse)

**9.** Things never work out the way I want them to. (Reverse)

**12.** I rarely count on good things happening to me. (Reverse)

**11.** I'm a believer in the idea that "every cloud has a silver lining."

**5.** I'm always optimistic about my future.

**10.** I don't get upset too easily. (Filler item)

**Organization learning capability questionnaire**.

To be applied to the collaborator:

**3.** If something can go wrong for me, it will. (Reverse)

**2.** It's easy for me to relax. (Filler item)

**Optimism measurement questionnaire** (in Ref. [121]).

To be applied to the individual who is (or a candidate to) a leader:

How much do you agree with the sentence? (1: fully disagree; 7: fully agree).

**3.** I can be "on my own" if I have to.

**7.** I am determined.

180 Leadership

**9.** My life has meaning.


#### **Team member exchange measurement questionnaire** (in Ref. [111]).

To be applied to the collaborator:

How much do you agree with the sentence? (1: fully disagree; 7: fully agree)


**3.** I suggest to my colleagues ways to improve the ways of doing things, and that does not cause them any problems.

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#### **Innovative work behavior measurement questionnaire** (in Ref. [20]).

To be applied to an individual who observes the collaborator:

He/she (1: never; 7: always).


### **Author details**

Guillermo Buenaventura-Vera

Address all correspondence to: buenver@icesi.edu.co

Accounting and Finance Studies Department, Faculty of Administrative and Economic Sciences, Universidad Icesi, Colombia
