A leadership model validation: Dimensions influential to innovation

Abstract

Background: Current pressures for globalisation force organisations to explore, create and implement new ideas in order to remain competitive. This necessitates the need to utilise innovation to diversify products and services, introduce new technology, establish new managerial and administrative practices, and initiate transformation in other areas of the organisation.Objectives: This article explored the relationship between the latent variables, namely, rewards, resources, leadership vision and innovation, as postulated by De Jong and Den Hartog's leadership model for stimulating innovation. Method:The research approach chosen to investigate the research questions was an ex post facto, cross-sectional field survey. Secondary data from a reputable financial institution with extensive business in three African countries (Botswana, Lesotho and Namibia) were used as the data were collected by the institution and made available to the researcher for further analysis. A complete sample size of N = 584 was obtained across the three countries. Confirmatory factor analysis was initially used to provide a confirmatory test of the measurement theory followed by structural equation modelling which allowed to test for regression amongst the latent variables (rewards, resources, leadership vision and innovation).Results: Structural equation modelling revealed that only leadership vision and resources were found to be statistically significant; rewards showed a negative relationship (r = −0.02) with innovation. Resources made the greater contribution (r = 0.75) to innovation, compared to leadership vision (r = 0.28). Conclusion:The study empirically validate and support the assertion of De Jong and Den Hartog (2007) that the latent variables resources and leadership vision positively correlate with innovation in the context of the financial services industry.

Innovation speed and quality in higher education institutions: the role of knowledge management enablers and knowledge sharing process

“…Organizational rewards are also crucial in shaping employees' thought processes, emotions and extra-role behaviors such as innovation (Naidoo et al, 2019). Prior empirical research suggests that organizations can improve their innovation performance by integrating knowledge-related activities such as knowledge sharing with increased salary, higher bonus, promotion opportunities and increased job security (Lin, 2007).…”

The Role of Military Leadership in Shaping Innovative Personnel Behaviour: The Case of the Lithuanian Armed Forces

“…In scholarly literature, innovative behaviour of employees is examined in a wide variety of ways. More and more attention [49][50][51]64] is devoted to research of the effective leadership role in the formation of innovative employee behaviour. The one-sided approach of the research carried out on the role of leadership on innovative behaviour of subordinates from the perspective of subordinates is not considered to be a limitation of the research, because it reveals important insights into the influence of management on different levels in the same organizational structure.…”

“…Woods [63] maintains that leadership is responsible for training employees to be leaders. To this end, and seeking to increase the efficiency of both individual employees and organizations in general, leadership innovative behaviour becomes particularly important in supporting and promoting innovative activity of employees in the innovation process from idea generation to implementation [64][65][66]. According to Collins [67], innovations are usually born not in the heads of top management, but in the heads of middle management and employees; therefore, the leadership behaviour of the formal management (those in leading positions who have subordinates (top and middle management)) of the Lithuanian Armed Forces was surveyed within the framework of this research.…”

“…According to Naidoo et al [64], innovation is rarely performed by higher leadership directly. It generally originates from lower and middle-level managers and employees.…”

Can CEO’s Humble Leadership Behavior Really Improve Enterprise Performance and Sustainability? A Case Study of Chinese Start-Up Companies

“…Under these circumstances, to surmount the challenges and seize the opportunities, companies are reconfiguring their operating models and raising employees' awareness of sustainability. Meanwhile, the highest leadership (i.e., CEO) ensures that the firm has a particular direction to move toward, which contributes to the organization's profitability and sustainable development within the industry [45]. For a small organization like start-up, a wrong strategic decision by the CEO would bring more serious complications than one in a large enterprise [46].…”