Shedding light on followers' innovation implementation behavior

Abstract

Purpose -The purpose of this paper is to provide a deeper understanding of how transformational leadership relates to followers' innovation implementation behavior, the psychological mechanisms of this relationship, and the role of individual perceptions of climate for initiative. Design/methodology/approach -Perceptual data were collected from 198 employees in lower and middle management positions of a multinational automotive corporation. Relationships were tested using hierarchical regression analysis. Findings -Results demonstrate that transformational leadership was strongly related to followers' innovation implementation behavior and that the nature of this relationship was moderated by followers' levels of perceived climate for initiative. Additionally, commitment to change fully mediated the relationship between transformational leadership and followers' innovation implementation behavior.Research limitations/implications -The paper is based on a cross-sectional design. A causal interpretation requires studies with experimental or longitudinal designs. Practical implications -Companies should invest in transformational leadership training and in the selection of supervisors with this leadership style before initiating the implementation of innovations. Enhancing contextual factors, such as a perceived climate for initiative, should be promoted by integrating them into organizations' reward systems. Originality/value -The paper is one of the first to investigate the relationship between transformational leadership and followers' innovation implementation behavior. It specifies the organizational contexts under which transformational leadership is most likely related to innovation implementation behavior, and those in which such a relationship is unlikely to occur.

How Intellectual Stimulation Effects Knowledge Sharing, Innovation and Firm Performance

“…Some previous research has shown the influence of transformational leadership on innovation. Transformational leadership is closely linked to the behaviour of employees in the implementation of innovation [1]. Transformational leaders have a good effect on creativity on employees and the organization [2].…”

When the fire dies: Perceived success and support for innovation shape the motivating potential of innovative work behaviour

“…In this regard, an emerging body of research highlights the crucial role of direct supervisors in signalling such support as they are expected to respond to and evaluate new ideas and initiatives voiced by individuals (e.g., Eisenbeiss, Van Knippenberg, & Boerner, 2008;Michaelis, Stegmaier, & Sonntag, 2010).…”

Attitudes of police managers to different leadership roles in their jobs: An empirical study in Norway

“…Lambdas (Λ), on the other hand, seek achievement and uniqueness as an ultimate end goal. As a result, they are more likely to interpret products based on their individual responses to the product, how it helps/prevents them to stand out, and how the product benchmarks against their regular consumptive patterns.Furthermore, a distinction is often made between transformational leadership and transactional leadership (Dion, 2008;Fitzgerald & Schutte, 2010;Gong et al, 2009;Michaelis et al, 2010).…”