Leadership style and innovation atmosphere in enterprises: An empirical study

Xie, Yongping; Xue, Wei; Li, Ling; Wang, Anmin; Chen, Yong; Zheng, Q.; Wang, Yayun; Xin-juan, LI

doi:10.1016/j.techfore.2018.05.017

Cited by 90 publications

(80 citation statements)

References 40 publications

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“…36,37 The leaders should develop new leadership capabilities in order to stimulate innovative behaviors and lead the innovation process in their organizations. [38][39][40] In the last two decades entrepreneurial leadership (EL), along with other leadership styles, has become a hot topic for discussion and has gained wide scholarly attention in the entrepreneurship and leadership domain. [41][42][43][44][45][46][47][48][49][50][51] However, focusing on organizational context, further studies of EL in a wide range of entrepreneurial and SME contexts (size, stage of development, sector) is needed.…”

Section: Introductionmentioning

confidence: 99%

<p>Impact of Entrepreneurial Leadership on Innovative Work Behavior: Examining Mediation and Moderation Mechanisms</p>

Cai¹,

Makhdoom²,

Asim³

2020

PRBM

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Purpose: Based on social cognitive theory, the present study aimed to explore the impact of entrepreneurial leadership on employees' innovative work behavior through the moderating path of entrepreneurial self-efficacy in technology-based SMEs. The study also explains the mechanism through which a firm's innovative environment mediates the relationship between entrepreneurial leadership and employees' innovative work behavior. Methods: To pursue the objectives, this study has used data from a sample of 350 supervisor-subordinate dyads working in cross sectional small and medium enterprises (SMEs) operating in the Jiangsu province of China. Based on social cognitive theory and specific continuum of self-efficacy theory, a conceptual model was developed and the hypotheses were tested with the help of SPSS 20. Findings: Empirical findings recommend a significant positive effect of entrepreneurial leadership on employees' innovative work behavior. The study suggested that firm's innovative environment mediates the relationship between entrepreneurial leadership and the employees' innovative behavior. The results also confirmed that entrepreneurial self-efficacy exerts a positive moderating effect on the association of entrepreneurial leadership and employees' innovative behavior. Conclusion: Findings of the present research work have several implications for the management and policymakers of high-tech SMEs who want to augment their employees' innovative behavior in order to compete in a highly competitive and challenging business environment. To the best of authors' knowledge, this work is the first attempt that presents an empirically supported comprehensive model for the development of employees' innovative behavior within entrepreneurial-based high-tech SMEs. It contributes to literature by examining the mediation and moderation process for the development of employees' innovative behavior.

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Section: Introductionmentioning

confidence: 99%

<p>Impact of Entrepreneurial Leadership on Innovative Work Behavior: Examining Mediation and Moderation Mechanisms</p>

Cai¹,

Makhdoom²,

Asim³

2020

PRBM

View full text Add to dashboard Cite

show abstract

“…Organizations that experience growth frequently launch new product features, offer better services, and incorporate more efficient and effective internal processes [1]; in other words, increasing and maintaining market share requires sustainable organizational innovation [2]. Moreover, innovation is vital for organizations, especially for SMEs, to deal with challenges related to the Sustainable Development Goals introduced by the United Nations (UN) [3] and to promote humane and productive organizations [4].…”

Section: Introductionmentioning

confidence: 99%

Towards a Sustainable Model of Innovative Work Behaviors’ Enhancement: The Mediating Role of Employability

2019

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In this mixed methods study, a moderated mediation model predicting effects of leader-member exchange (LMX) and organizational citizenship behaviors (OCB) on innovative work behaviors, with employability as a mediator, has been tested. Multi-source data from 487 pairs of employees and supervisors working in 151 small and medium-sized enterprises (SMEs) supported our hypothesized model. The results of structural equation modelling provide support for our model. In particular, the benefits of close relationships and high-quality exchanges between employee and supervisor (LMX), and fostering individual development as a result of employees’ OCB have an indirect effect on innovative work behaviors through positive effects on workers’ employability. Innovative work behaviors depend on employees’ knowledge, skills, and expertise. In other words, enhancing workers’ employability nurtures innovative work behaviors. In addition, we found a moderation effect of organizational politics on the relationship between employability and innovative work behaviors. Secondly, qualitative methods focusing on experiences of the antecedents and outcomes of employability were used to complement our quantitative results. All in all, this study has important consequences for managerial strategies and practices in SMEs and call for an awareness of the dysfunctional effect of perceived organizational politics.

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“…Managers often formulate long-term innovation strategies and allocate more resources to the development of new products [62]. Managers are more likely to adopt radical innovative strategies, such as exploration [63].…”

Section: Hypothesis 1b (H1b)mentioning

confidence: 99%

The Formation and Effects of Exploitative Dynamic Capabilities and Explorative Dynamic Capabilities: An Empirical Study

Liu

2019

Sustainability

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Although previous studies have explored the formation and effects of dynamic capabilities, much remains to be learned on this topic. There has been little research on the formation and effects of exploitative dynamic capabilities and explorative dynamic capabilities. This paper provides an explanation of how entrepreneurial leadership style and slack resources affect the formation of exploitive dynamic capabilities and explorative dynamic capabilities and evaluates the effects of exploitive dynamic capabilities and explorative dynamic capabilities on competitive advantage. Based on a sample of 382 Chinese firms, the empirical results show that a transactional leadership style and absorbed slack resources can encourage the formation of exploitative dynamic capabilities, and that a transformational leadership style and unabsorbed slack resources are conducive to the development of explorative dynamic capabilities. Furthermore, exploitative dynamic capabilities and explorative dynamic capabilities can reinforce and complement each other. Exploitative dynamic capabilities positively impact explorative dynamic capabilities, and explorative dynamic capabilities enhance exploitative dynamic capabilities. In particular, exploitative dynamic capabilities have an important effect on short-term financial performance, and explorative dynamic capabilities lead to a significant long-term competitive advantage. The results show that explorative dynamic capabilities surpass exploitative dynamic capabilities in terms of competitive advantage, even if both have a positive influence on competitive advantage. This study validates and develops the theory of dynamic capabilities.

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Leadership style and innovation atmosphere in enterprises: An empirical study

Cited by 90 publications

References 40 publications

<p>Impact of Entrepreneurial Leadership on Innovative Work Behavior: Examining Mediation and Moderation Mechanisms</p>

<p>Impact of Entrepreneurial Leadership on Innovative Work Behavior: Examining Mediation and Moderation Mechanisms</p>

Towards a Sustainable Model of Innovative Work Behaviors’ Enhancement: The Mediating Role of Employability

The Formation and Effects of Exploitative Dynamic Capabilities and Explorative Dynamic Capabilities: An Empirical Study

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