Managing employee innovative behaviour through transformational and transactional leadership styles

Hansen, James D.; Pihl-Thingvad, Signe

doi:10.1080/14719037.2018.1544272

Cited by 112 publications

(110 citation statements)

References 80 publications

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“…In addition, recent research highlights the important role of leaders in motivating their employees through their behaviour, as well as by removing obstacles and unnecessary barriers to innovation (Hansen and Pihl-Thingvad, 2019). These findings demonstrate that taking time to listen to subordinates, assigning them responsibility and actively encouraging them in their work were the main tools by which leaders could motivate innovation.…”

Section: Discussionmentioning

confidence: 99%

Empowering leadership, work group cohesiveness, individual learning orientation and individual innovative behaviour in the public sector: empirical evidence from Norway

Mutonyi

Slåtten

Lien

2020

IJPL

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PurposeThis study clarifies the factors that foster individual innovative behaviour in the public sector by examining the effects and roles of empowering leadership, work group cohesiveness and individual learning orientation. This study also explores the direct effect of empowering leadership on work group cohesiveness and individual learning orientation, the influence of work group cohesiveness on individual learning orientation and the mediating roles of work group cohesiveness and individual learning orientation.Design/methodology/approachData were collected from an online survey of respondents working in a public sector organization. Partial least squares structural equation modelling and mediation analysis by the bootstrap method were used for the data analysis.FindingsEmpowering leadership and individual learning orientation had significant direct effects on individual innovative behaviour. Both empowering leadership and work group cohesiveness have significant direct effects on individual learning orientation. Empowering leadership was positively related to work group cohesiveness. The mediation analysis revealed that individual learning orientation mediates the relationships between empowering leadership and individual innovative behaviour and between work group cohesiveness and individual innovative behaviour.Research limitations/implicationsThe study focuses on three factors that foster individual innovative behaviour in a public sector organization.Originality/valueThis study offers new insights into the factors that foster individual innovative behaviour in the public sector. The findings reveal the importance of using a balanced leadership style and encourage learning in the workplace for individual innovativeness by public leaders.

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Section: Discussionmentioning

confidence: 99%

Empowering leadership, work group cohesiveness, individual learning orientation and individual innovative behaviour in the public sector: empirical evidence from Norway

Mutonyi

Slåtten

Lien

2020

IJPL

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“…Even though a large number of studies have explored the critical role of leadership in driving innovation, there is a limited understanding for different leadership styles that effectively augment employees' creativity and innovative behavior at work. 25,26 Further, the studies on leadership are inconclusive as some of them stated a strong positive relationship between different leadership styles and employees' innovative behavior, 16,27,28 while other suggested weak or insignificant association between these two variables. [29][30][31][32] Basu and Green 33 and Bono and Judge 34 proclaimed that there is an adverse association between different leadership styles and employees' innovative behavior.…”

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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“…During transactional related leadership sessions, we do not educate leaders on sanctions for ethical reasons. Although the use of rewards and/or sanctions is to enhance positive reinforcement of employee behaviors, sanctions are proven either not to be effective (Podsakoff Todor, and Skov 1982;Hansen and Pihl-Thingvad 2019) or to undermine employee behaviors such as altruism, intrinsic motivation, and work engagement (Fehr and Rockenbach 2003;Nielsen et al 2019).…”

Section: The Experimentsmentioning

confidence: 99%

Gender and the Effectiveness of Leadership Training: Results From a Field Experiment

Meier

2020

Review of Public Personnel Administration

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This study examines gender differences in leadership behaviors and whether leadership training would have different effects on leadership behaviors by gender. Using data from several hundred managers of welfare and financial agencies in Denmark, we first investigate whether leadership behaviors differ between female and male leaders. After that, we conducted a year-long field experiment with managers to examine how female and male leaders respond to leadership training interventions. In general, female managers improve more from leadership training even though leadership scores for female leaders were higher before training.

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Managing employee innovative behaviour through transformational and transactional leadership styles

Cited by 112 publications

References 80 publications

Empowering leadership, work group cohesiveness, individual learning orientation and individual innovative behaviour in the public sector: empirical evidence from Norway

Empowering leadership, work group cohesiveness, individual learning orientation and individual innovative behaviour in the public sector: empirical evidence from Norway

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

Gender and the Effectiveness of Leadership Training: Results From a Field Experiment

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