Envisioning innovation: Does visionary leadership engender team innovative performance through goal alignment?

Abstract

Visionary leaders paint an image of the future with the intention to persuade others to contribute to the realization of that specific future. In the current study, we test the hypothesis that visionary leadership stimulates team creativity and innovation because visionary leadership promotes goal alignment amongst team members which, in turn, facilitates team creativity and innovation. In an experimental study (N = 50 groups), we found that goal alignment indeed mediated the relationship between visionary leadership and team creativity, but not between visionary leadership and team innovation. In a field study (N = 308 respondents) we found visionary leadership to be related to both team creativity and innovation through goal alignment. Moreover, the field study also showed that communication quality strengthened the relationship between goal alignment and team innovation. We discuss the theoretical and practical implications of visionary leadership in teams where creativity and innovation are desirable team performance outcomes.

Innovative work behavior in Singapore evoked by transformational leaders through innovation support and readiness

“…Additionally, as suggested recently that disparate dimensions of leadership may be related differently to various aspects of innovation (Mascareño et al, 2020a(Mascareño et al, , 2020b, follow-up studies should explore how these aspects can be predicted by TFL and the here examined serial mediators. Thus, we concur with Yukl (2012) and Van Knippenberg and Sitkin (2013) that the TFL theory could become even more precise in identifying the necessary influence processes.…”

Leader-member exchange and frontline employees' innovative behaviors: the roles of employee happiness and service climate

“…While the literature offers several approaches to facilitate employees' happiness, in our research we focus on the role of the LMX in triggering employees' happiness. If their relationship with their supervisors is based on respect and trust, employees will feel more appreciated, more secure, and better understood (Mascareño et al , 2020). Hence, supervisors should be continually encouraged to maintain high-quality good relationships with their subordinates.…”

“…Leader behavior is an influential determinant of innovative service behaviors and the leader-member exchange (LMX), i.e. the quality of the supervisor-subordinate relationship, has been identified as a direct predictor of employees' extra-role behaviors (including innovative behaviors) (Bowler et al , 2019; Mascareño et al , 2020; Ozturk and Karatepe, 2019; Liao et al , 2018). Based on LMX theory, existing research has deepened our understanding of the importance of the leader's role in employees' behaviors and explains that supervisors routinely maintain differentiated relationships with their direct subordinates (Graen and Uhl-Bien, 1995; Martin et al , 2018).…”

How Turbulence Brings Benefit: The Influence of Dynamic Team Environment on Entrepreneurial Team Innovation

“…Previous studies emphasize that team members' agreementseeking behaviors can facilitate their communication, knowledge sharing, decision commitment, and discussion with each other in the team (Knight et al, 1999;Parayitam and Papenhausen, 2018;Mascareño et al, 2020). Thus, based on previous research, through entrepreneurial team members adopting more agreement-seeking behavior, we think team knowledge integration can be improved.…”