Transformational and transactional leadership and innovative behavior: The moderating role of psychological empowerment

Abstract

SummaryInnovative behavior is increasingly important for organizations' survival. Transformational leadership, in contrast to transactional leadership, has been argued to be particularly effective in engendering follower innovative behavior. However, empirical evidence for this relationship is scarce and inconsistent. Addressing this issue, we propose that follower psychological empowerment moderates the relationship of transformational and transactional leadership with follower innovative behavior. In a field study with 230 employees of a government agency in the Netherlands combining multisource ratings, we show that transformational leadership is positively related to innovative behavior only when psychological empowerment is high, whereas transactional leadership has a negative relationship with innovative behavior only under these conditions.

The impact of Transformational leadership on the organizational innovation

“…Transformational leadership assumed to be a major determinant for innovation,Burns,(1978) described transformational leadership as a type of leadership that raises followers morality and motivation by four dimensions : Idealized influence, intellectual simulation, inspirational motivation, and individual consideration .But how Transformational leadership may affect innovation (Pieterse,A,et al,2010) and Engelen et al, (2014) illustrated that the effect of each dimension of transformational leadership may have a different influence on the organizational innovation.…”

How Does Project Supervisor Maintain Sustainability of Project Members? A Study from Leadership Perspective

“…To this point, previous studies have mainly identified how leadership influence individual innovativeness (e.g., Zhang and Bartol, 2010 [42]; Pieterse, Van Knippenberg, Schippers and Stam, 2010 [44]) and most of these studies focused on testing the linear relationship between positive leadership and individual innovativeness. It is worth noting that few previous studies have tested different effects of specific leadership skills on subordinate innovativeness.…”

Supervisors’ Transformational Leadership: Personality and Management Practices as Antecedents

“…По-мимо улучшения исполнения своих основ-ных рабочих задач, работник демонстриру-ет позитивные установки по отношению к работе и организации -удовлетворенность работой [Brandt, Laiho, 2013;Braun et al, 2013] и приверженность организации [Avolio et al, 2004, Simosi, Xenikou, 2010Kara, 2012], готовность к организационным из-менениям [Bommer, Rich, Rubin, 2005]. Трансформационный стиль руководителя стимулирует надролевое («гражданское» и инновационное) поведение подчиненных [Whit tington, Goodwin, Murray, 2004;Boerner, Eisenbeiss, Griesse, 2007;Gumusluoglu, Ilsev, 2009;Pieterse et al, 2010;Grant, 2012;López-Domínguez, Simo, Enache, 2013]. По вы ша ет ся их внутренняя, содер-жательная мотивация к работе [Piccolo, Colquitt, 2006], усиливается вовлеченность в работу (work engagement) [Schaufeli, Salanova, 2007].…”