This questionnaire-based study investigated the relationship between two aspects of leadership (charismatic leadership and trust in top management) and followers' innovation implementation behavior. Findings from 194 employees working in R&D teams of a multinational automotive company indicated that charismatic leadership and trust in top management were both positively related to innovation implementation behavior, controlling for followers' individual differences, management level, and department affiliation. The findings demonstrate that both relationships were mediated by followers' affective commitment to change. Results implicate the need to more closely bond the concepts of affective commitment to change and innovation implementation behavior and consider their connection in future investigations.

The present study extends knowledge of the performance consequences of workgroup diversity climate. Building upon Kopelman, Brief, and Guzzo's (1990) climate model of productivity, we introduce workgroup discrimination as a behavioral mediator that explains the positive effects of diversity climate on workgroup performance. In addition, we investigate group size as a moderator upon which this mediated relationship depends. We test these moderated-mediated propositions using a split-sample design and data from 248 military workgroups comprising 8,707 respondents. Findings from structural equation modeling reveal that diversity climate is consistently positively related to workgroup performance and that this relationship is mediated by discrimination. Results yield a pattern of moderated mediation, in that the indirect relationship between workgroup diversity climate (through perceptions of workgroup discrimination) and group performance was more pronounced in larger than in smaller workgroups. These results illustrate that discrimination and group size represent key factors in determining how a diversity climate is associated with group performance and, thus, have signifi cant implications for research and practice.

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Purpose -The purpose of this paper is to provide a deeper understanding of how transformational leadership relates to followers' innovation implementation behavior, the psychological mechanisms of this relationship, and the role of individual perceptions of climate for initiative. Design/methodology/approach -Perceptual data were collected from 198 employees in lower and middle management positions of a multinational automotive corporation. Relationships were tested using hierarchical regression analysis. Findings -Results demonstrate that transformational leadership was strongly related to followers' innovation implementation behavior and that the nature of this relationship was moderated by followers' levels of perceived climate for initiative. Additionally, commitment to change fully mediated the relationship between transformational leadership and followers' innovation implementation behavior.Research limitations/implications -The paper is based on a cross-sectional design. A causal interpretation requires studies with experimental or longitudinal designs. Practical implications -Companies should invest in transformational leadership training and in the selection of supervisors with this leadership style before initiating the implementation of innovations. Enhancing contextual factors, such as a perceived climate for initiative, should be promoted by integrating them into organizations' reward systems. Originality/value -The paper is one of the first to investigate the relationship between transformational leadership and followers' innovation implementation behavior. It specifies the organizational contexts under which transformational leadership is most likely related to innovation implementation behavior, and those in which such a relationship is unlikely to occur.

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