Building a culture of innovation: How do agency leadership and management systems promote innovative activities within the government?

Park, Nara; Cho, Munseok; Lee, Jung Wook

doi:10.1111/1467-8500.12474

Cited by 18 publications

(10 citation statements)

References 68 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Scholars called for research to enhance understanding of the antecedents of IWBs at the individual level of analysis (Demircioglu & Van der Wal, 2022). Previous research has identified the importance of supportive leadership in promoting IWBs, which are argued to be crucial to NPO's sustainability (do Adro & Leitão, 2020; Park et al., 2021). This study adds to existing research about IWBs by examining the proposition that authentic leadership and tolerance of change frequency and uncertainty are key antecedents of IWBs.…”

Section: Discussionmentioning

confidence: 99%

“…This paper addresses this gap by examining whether authentic leadership is associated with non-profit organisation (NPO) employees' acceptance of change and IWBs. Park et al (2021) posit that supportive leadership is the key to sustaining an innovative culture. This study builds on the work of do Adro and Leitao (2020) and Demircioglu and Van der Wal (2022) by examining whether authentic leadership is the missing ingredient required to build an 'innovation-enabling' culture likely to promote acceptance of change and IWB.…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Authentic leadership, psychological capital, acceptance of change, and innovative work behaviour in non‐profit organisations

Brunetto,

Kominis,

Ashton‐Sayers

2023

Aust J Public Adm

View full text Add to dashboard Cite

This paper examines whether authentic leadership provides the resources employees need to build their psychological capacities and well‐being so that they can embrace organisational change and engage in innovative work behaviour (IWB) within non‐profit organisation (NPO). The paper builds on previous research examining the antecedents of IWB such as ‘innovation‐enabling culture’ and psychological capital (PsyCap). The new variables examined in this study are authentic leadership and acceptance of change. Utilising a structural equation modelling methodology, 248 surveys from Australian not‐for‐profit employees were analysed revealing that authentic leadership accounted for more than a fifth of the variance of PsyCap; PsyCap, age, and authentic leadership accounted for 40% of employees’ well‐being; and age, leadership, and acceptance of change accounted for a quarter of their IWB, although acceptance of change was not directly related to IWB. The main contribution of this paper is in explaining why authentic leadership is an important ingredient for building an ‘innovation‐enabling culture’ for NPO employees, suggesting that such leadership provides a pathway for developing effective workplace relationships built on trust and ethical decision making. Such behaviour builds a supportive culture for developing employees’ personal resources, which promotes the conditions for promoting IWB.Points for practitioners Authentic leadership behaviour provides a platform for developing the psychological capacities of employees in non‐profit organisations (NPOs) contracted to deliver social services to Australians. Authentic leadership behaviours and psychological capital enhance employees’ well‐being. Authentic leadership behaviours and psychological capital are significant building blocks of an innovation‐enabling culture in NPOs.

show abstract

Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Authentic leadership, psychological capital, acceptance of change, and innovative work behaviour in non‐profit organisations

Brunetto,

Kominis,

Ashton‐Sayers

2023

Aust J Public Adm

View full text Add to dashboard Cite

show abstract

“…Supportive leadership has received considerable attention in the leadership (House, 1971) and mentoring literature (Allen et al, 2004) and recently in the public management literature as well (Park et al, 2021). It represents a relational leadership behaviour that provides followers with emotional, informational, instrumental and appraisal support (House et al, 2004;Rafferty and Griffin, 2006).…”

Section: Supportive Leadership and Organisational Practicesmentioning

confidence: 99%

Supportive leadership and job satisfaction at the European Court of Auditors

Umans

Argento

Grossi

et al. 2023

International Review of Administrative Sciences

View full text Add to dashboard Cite

This article draws on theories of person–organisation fit and leadership behaviour to explore how supportive leadership is related to communication practices, collaborative working practices and performance management practices and how these three practices, in turn, relate to public servants’ job satisfaction. A model of supportive leadership's direct and indirect effects on employees’ job satisfaction is empirically tested using responses to a survey administered to the European Court of Auditors (ECA) staff. The findings show that communication and collaborative working practices mediate the relationship between supportive leadership and job satisfaction. Supportive leadership positively relates to performance management practices, but these practices have no significant association with job satisfaction. While addressing a theoretical void in the field, this study also makes an empirical contribution by unveiling how a professional European public audit institution manages its human resources and the means it uses. Points for practitioners Elaborating on the relationship between leadership behaviour and person–organisation fit in the context of a supranational public entity helps to explain what motivates public servants. The relationship between supportive leadership and public servants’ job satisfaction is mediated by two organisational practices: communication and collaborative working practices. Transparent performance management practices do not mediate the relationship between supportive leadership and job satisfaction. Public sector organisations with professional staff can centre their human resource management around effective communication and collaborative working practices to ensure greater employee satisfaction in the workplace.

show abstract

“…According to the existing literature, successful organizational innovation involves modifying various organizational components such as structure, processes, and culture in ways that help the organization achieve its desired goals, such as maximizing the chances of its survival or adapting more effectively to a changing organizational environment (Hadi, 2022;Hidayati et al, 2022;Park et al, 2021). In an organization, innovation occurs in the form of introducing a newly implemented system, which makes an organization more mature and able to compete.…”

Section: Introductionmentioning

confidence: 99%

Mapping Management of Innovation and Leadership in the Sustainability of an Organization; Bibliometric Analysis 2020-2022

Rahmawan

Destri

Parjiyati

et al. 2023

IJEMR

View full text Add to dashboard Cite

Purpose - ArticleThis paper presents and discusses the impact of an innovation implemented by leadership on the sustainability of an organization which is taken from mapping through biblometric analysis. In order to compete with other organizations, organizations must have innovation and be innovative in looking for new ideas or breakthroughs. In fact, there have been many studies related to management innovation. But here we are interested in examining how much researchers who conduct innovation management research directly related to leadership use bibliometric analysis through VOSViewer. Design/methodology/approach - We use a bibliometric method and review related to Innovation and Leadership management. We obtained the data source for the bibliometrics through the Scopus database. Findings and Discussion – The results of research with mapping using the keyword "Management Innovation" show two clusters. In the first cluster there are 2 interrelated elements, namely study and innovation which are closely related to the innovation itself. In the second cluster there is only Development related to innovation. Innovation Connectivity between clusters can be seen through the nodes. The bigger the node, the higher the frequency of occurrence. Conclusion - The study can be concluded that Innovation Management and Leadership are very closely related. It has been proven that in the last 2 years there have also been many studies highlighting management innovation but most of them have researched management innovation in the education sector. In addition, Innovation Management also ranks first on the vosviuwers search page. The citations used for research also reach thousands in the article. Articles on innovation management also reach hundreds of articles published annually by various studies.

show abstract

Building a culture of innovation: How do agency leadership and management systems promote innovative activities within the government?

Abstract: Public organisations have strived to initiate and consolidate innovation by reforming their structures, processes, and outcomes. Despite their numerous attempts, 454 PARK et al.term, even if innovation performance improves in the short term.

Cited by 18 publications

References 68 publications

Authentic leadership, psychological capital, acceptance of change, and innovative work behaviour in non‐profit organisations

Authentic leadership, psychological capital, acceptance of change, and innovative work behaviour in non‐profit organisations

Supportive leadership and job satisfaction at the European Court of Auditors

Mapping Management of Innovation and Leadership in the Sustainability of an Organization; Bibliometric Analysis 2020-2022

Contact Info

Product

Resources

About