How leaders influence employees' innovative behaviour

Jong, Jeroen P.J. de; Hartog, Deanne N. Den

doi:10.1108/14601060710720546

Cited by 999 publications

(981 citation statements)

References 64 publications

Supporting

Mentioning

902

Contrasting

Unclassified

Order By: Relevance

“…Thus being part of the services sector, research which looks at innovation among the KIBS is important. This is because although KIBS is relevant, the sector is still under researched especially in the context of individual innovation (Jong & Hartog, 2007). Furthermore, knowledge about innovation and creativity and their influences on the Malaysian economy and its future growth is still inadequate (Meriam, 2006).…”

Section: Problem Statementmentioning

confidence: 99%

The Determinants of Innovative Work Behavior in the Knowledge Intensive Business Services Sector in Malaysia

Kheng¹,

June²,

Mahmood³

2013

ASS

View full text Add to dashboard Cite

Innovative work behavior plays a central role in the long-term survival of knowledge-intensive business services in Malaysia. Even though innovation and creativity and their influences on the Malaysian economy and its future growth are important, research on this area is still inadequate. Underpinned by the Social Exchange Theory, this empirical study attempts to determine the relationship that may exist between pro-innovation climate, leader-member exchange (LMX), and social capital with the innovative work behavior (IWB) among the knowledge workers in the KIBS sector in Malaysia. A quantitative method was utilized and a total of 1520 questionnaires was distributed and resulted in 20.6% response rate. The results revealed that there were significant relationship between pro-innovation climate, social capital and leader-member exchange with the innovative work behavior of knowledge workers. In addition, among the three independent variables, pro-innovation climate had been found to be the most significant predictor of innovative work behavior.

show abstract

Section: Problem Statementmentioning

confidence: 99%

The Determinants of Innovative Work Behavior in the Knowledge Intensive Business Services Sector in Malaysia

Kheng¹,

June²,

Mahmood³

2013

ASS

View full text Add to dashboard Cite

show abstract

“…A focus on the group leader is relevant since this individual exerts a powerful influence on employees' work behaviour (Yukl, 2002). In the context of research groups, we contend that the leader can directly trigger the behaviour of research group members (De Jong and Den Hartog, 2007) through decisions that establish research priorities, and by steering the work of members towards the achievement of the research objectives, and mobilizing group members' commitment. Results from individual-level studies of researchers' characteristics (such as academic status and research impact) provide indirect evidence supporting the hypotheses in the sub-sections below.…”

Section: Individual Characteristics Of Research Group Leadermentioning

confidence: 99%

Knowledge transfer activities in social sciences and humanities: Explaining the interactions of research groups with non-academic agents

2014

View full text Add to dashboard Cite

The aim of this research is to achieve a better understanding of the processes underlying knowledge transfer (KT) in Social Sciences and Humanities (SSH). The paper addresses: first, the extent of SSH research groups' engagement in KT and the formal KT activities used to interact with non-academic communities; and second, how the characteristics of research groups may influence engagement in various types of KT. The empirical analysis is at research group level using data derived from a questionnaire of SSH research groups conducted by the Spanish Council for Scientific Research (CSIC). We find that KT activities are based on relational rather than commercial activities. The most frequent relational activities in which SSH research groups engage are consultancy and contract research, with personnel mobility a marginal activity. We find also that the characteristics of research groups (e.g. size and multidisciplinarity) and individuals (e.g. status and research impact) are associated with involvement in KT activities and that a deliberate focus on the societal impacts and relevance of the research conducted is strongly related to active engagement of research groups in all the modes of KT considered in this study. From a managerial perspective, our findings suggest that measures promoting a focus on the societal impact of research could enhance research groups' engagement in KT activities.

show abstract

“…Bass (1990) observed leadership as a process of interaction among individuals and groups that include a structured or restructured situation, members' expectations and perceptions. According to Jong and Hartog (2007), leadership is a process to influence people in order to get desired results. Thus, leaders help to stimulate, motivate, encourage, and recognize their followers' behaviours in order to get key performance results (Gill, Flaschner, & Shacha, 2006).…”

Section: Leadershipmentioning

confidence: 99%

Linking Transformational Leadership to Employee Turnover: The Moderating Role of Alternative Job Opportunity

Amankwaa¹,

Anku-Tsede²

2015

IJBA

View full text Add to dashboard Cite

Corporations all over the world strive for competitiveness in the quest to improving the performance of their businesses. The issue of holding on to firms' talented employees has thus become critical in contemporary business operations. People must therefore be managed in ways which seek to elicit favorable behavioural responses targeted at creating customer satisfaction and consequent business efficacy. It is however not uncommon to find talented employees leave their current jobs for others. This paper therefore examined the influence of transformational leadership behaviours on employee turnover intention with the moderating effect of alternative job opportunity. A cross-sectional, descriptive, correlational survey design was adopted for the paper, with a multi-stage sampling approach used in selecting three hundred and five (305) employees from banks in Ghana. Correlational and hierarchical regressional analytical procedures were used to test the hypotheses. Transformational leadership behaviours were found to be negatively related to employees' voluntary organisational turnover intention but the availability of alternative job opportunities did not moderate the transformational leadership-turnover intention nexus. Within the Ghanaian banking industry, leadership behaviours that focus more on the needs of subordinates as a critical part of task accomplishment is laud by employees and thus mitigate their intention to quit the organisation for other lucrative offers. It is thus incumbent on management to employ more of transformational leadership behaviours as an efficient tool to addressing the severe consequences of turnover in the Ghanaian banking industry.

show abstract

How leaders influence employees' innovative behaviour

Cited by 999 publications

References 64 publications

The Determinants of Innovative Work Behavior in the Knowledge Intensive Business Services Sector in Malaysia

The Determinants of Innovative Work Behavior in the Knowledge Intensive Business Services Sector in Malaysia

Knowledge transfer activities in social sciences and humanities: Explaining the interactions of research groups with non-academic agents

Linking Transformational Leadership to Employee Turnover: The Moderating Role of Alternative Job Opportunity

Contact Info

Product

Resources

About