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How Leaders Influence Employees' Innovative Behaviour
Abstract
Purpose
To provide an inventory of leader behaviours likely to enhance employees' innovative behaviour, including idea generation and application behaviour.
Design/methodology/approach
Based on a combination of literature research and in‐depth interviews, the paper explores leadership behaviours that stimulate employees' idea generation and application behaviour. The study was carried out in knowledge‐intensive service firms (e.g. consultants, researchers, engineers).
Findings
It was found that there were 13 relevant leadership behaviours. Although innovative behaviour is crucial in such firms, it has received very little attention from researchers. Leaders influence employees' innovative behaviour both through their deliberate actions aiming to stimulate idea generation and application as well as by their more general, daily behaviour.
Research limitations/implications
Future quantitative research could condense our overview of leader practices, explore which practices are most relevant to employees' idea generation and/or application behaviour, which contingency factors influence the leadership‐innovative behaviour connection and provide information as to whether different practices are relevant in other types of firms.
Originality/value
Neither the innovation nor the leadership field provides a detailed overview of specific behaviours that leaders might use to stimulate innovation by individual employees. This paper fills that void.
... Performance can be improved by employing abilities to generate new ideas and use this ability to build relations and processes of work (De Jong & Den Hartog, 2007;McAdam &McClelland, 2002 in Ndugbu, Okoroji andKalu 2014). The performance of the organization can be enhanced by employing the right employees in the organization (Davidson, 2003;Karatepe, Yorganci, & Haktanir, 2009). ...
The study aimed at investigating the effect of cultural animosity, pay and promotion, religious diversity and power tussle on employee performance. Relevant literature on organizational politics and employee performance was reviewed under conceptual framework, theoretical framework, and empirical review. The research work was anchored on Just World Theory. Survey research design was implemented. The population of the study was 5403. The statistical formula devised by Fawett (1997) and Nwana's (1992), was employed to arrive at a sample size of 540. Multiple Regression Analysis (MRA) method was used in testing the hypotheses. The study discovered that there is a positive relationship between Cultural animosity and organizational performance in tertiary institutions under study. Pay and promotion has a positive relationship on employee performance in tertiary institutions under study. Religious diversity has a positive relationship on employee performance in tertiary institutions under study. The study concluded that organizational politics has a positive relationship on employee performance in tertiary institutions particularly in Anambra State. The study recommended that organizations should understand the disparities in the culture of employees, and how the culture replicates the reactions and behavior of the employees. They should ensure equal promotional opportunities and appropriate pay structure including pay performance and other bonuses and when in place reduces the negative effects of political behaviour. Employees should be given a chance to practice their religion by management.
... Hành vi đổi mới sáng tạo Hành vi đổi mới sáng tạo trong công việc được định nghĩa là hành vi có chủ đích của cá nhân nhằm tạo ra và thực hiện các ý tưởng đổi mới và có lợi nhằm mang lại lợi ích cho cá nhân, nhóm hoặc tổ chức (Bos-Nehles, 2017). Hành vi đổi mới sáng tạo là sự kết hợp các hành vi liên quan đến việc phát triển và thực hiện một chính sách mới, quan trọng và ý tưởng có lợi để cải thiện kết quả công việc của nhân viên và hiệu quả của tổ chức (De Jong, 2007). Trong nghiên cứu này, tác giả tiếp cận hành vi đổi mới sáng tạo là hành vi của nhân viên nhằm tạo ra, thúc đẩy và hiện thực hóa các ý tưởng mới một cách có chủ đích vào công việc, với mục tiêu góp phần nâng cao kết quả hoạt động (Janssen, 2003). ...
Kết quả công việc của giảng viên (GV) đóng góp trực tiếp vào kết quả hoạt động của trường đại học, giúp hiện thực hóa mục tiêu và chiến lược phát triển của trường. Do đó việc xem xét yếu tố tác động nhằm cải thiện kết quả công việc của GV là điều cần thiết. Bài viết phân tích tác động của tổ chức học tập (TCHT) đến kết quả công việc của GV các trường đại học, xem xét vai trò trung gian của hành vi đổi mới sáng tạo. Sử dụng phương pháp phân tích hồi quy với mẫu nghiên cứu 505 GV, kết quả cho thấy TCHT ở cấp độ nhóm và trường có tác động tích cực đến kết quả công việc của GV, TCHT ở cấp độ cá nhân và trường có tác động tích cực đến hành vi đổi mới sáng tạo, hành vi đổi mới sáng tạo có tác động tích cực đến kết quả công việc của GV và làm trung gian toàn phần trong mối quan hệ giữa TCHT ở cấp độ cá nhân và kết quả công việc của GV, làm trung gian một phần trong mối quan hệ giữa TCHT ở cấp độ trường và kết quả công việc của GV. Phát hiện này khẳng định vai trò của TCHT ở các cấp độ khác nhau đến kết quả công việc của GV cũng như hành vi đổi mới sáng tạo và vai trò của hành vi đổi mới sáng tạo trong mối quan hệ này. Từ kết quả nghiên cứu, bài viết đề xuất một số hàm ý đối với các trường đại học Việt Nam trong thúc đẩy TCHT, hành vi đổi mới sáng tạo và nâng cao kết quả công việc của GV.
... When leaders support the change and positively communicate the possible future, the subordinates will be motivated and inspired to contribute their ideas and solutions liberally (Denti and Hemlin, 2012). A number of studies indicated that leaders that are change-oriented not only embrace new ideas themselves but also encourage their teams to be adaptable and open to innovation (De Jong and Den Hartog, 2007). This type of leadership drives a culture of continuous improvement and creativity. ...
The purpose of this study is to investigate the impact of inspirational leadership on employees’ innovative work behavior in Omani public sector. Using a convenient sampling, data were collected from 175 employees occupying different Omani function in public sector. Measurement and path analysis in SEM was employed and the finding reveals that inspirational leadership that encompasses features such as self-efficacy, change orientation and empowerment are relevant in engaging employees with innovative work behavior. This research offers a validated framework that may enhance the creativity of the employees of the public sector from a leadership perspective. Interesting recommendations are given to engage in inspirational leadership development programs to be in service of the innovation and competitiveness that are the main pillars of the Omani vision 2020-2040 concretization.
... The model developmental center aims to expand upon both the training and coaching methodologies. Despite both approaches having shown positive results, their success has been limited by their methodological constraints (Coutu & Kauffman, 2009;Feldman & Lankau, 2005;Salas et al., 2012). ...
Today’s workplace continually requires organizations to empower employees to go beyond their job description to help maintain a competitive edge in the market. Developing transformational leadership in an organization is one means in which a company can attempt to empower and inspire their employees. However, thus far there are a limited number of tools to assist in the development of transformational leadership. The following exploratory review sought to examine the potential use of an assessment center as a means to develop transformational leadership. The topic was examined by analyzing both the assessment center and transformational leadership literatures. The literatures were obtained via a search on Ebscohost and Google scholar databases. The intersection of the literatures was used to develop a proposed framework for the transformational leadership development center that includes suggested dimensions, exercises, and future approaches.
... This involves recognizing and valuing employee contributions, providing opportunities for career advancement, and ensuring open and transparent communication (Jiang & Men, 2017;Mishra et al., 2014). Leaders should engage with employees regularly, seeking their input and addressing their concerns (Coleman, 2018;De Jong & Den Hartog, 2007). Building a sense of community through team-building activities and fostering a shared purpose can also enhance commitment (Kezar et al., 2021). ...
In the ever-evolving landscape of higher education, understanding the drivers of organizational performance and commitment is critical for achieving sustained success. This study investigates the impact of participative leadership, organizational culture, and innovation on organizational performance and commitment within Indonesian State Universities with Legal Entity (PTNBH). Using a quantitative approach, data were collected through structured questionnaires from 136 senior officials at 21 PTNBH universities and analyzed using SPSS for descriptive statistics and Structural Equation Modeling via SmartPLS 3.0. The results reveal that participative leadership positively and significantly affects both innovation and organizational commitment, while organizational culture significantly enhances innovation and commitment but does not significantly impact organizational performance. Innovation significantly improves organizational performance, and organizational commitment positively affects performance. This research integrates participative leadership, organizational culture, and innovation into a comprehensive model, providing new insights into their collective impact on organizational performance and commitment in PTNBH universities. The findings underscore the importance of fostering a supportive organizational culture and participative leadership to enhance innovation and employee commitment, ultimately improving organizational performance in higher education institutions.
... Creative employees play a vital role in gaining a competitive advantage, as they significantly enhance organizational value and exceed expectations in a dynamic work environment (Amabile, 1983;George, 2009). De Jong and Den Hartog (2007) identify three key factors that drive employee creativity and innovation: effective leadership, a supportive work environment, and robust organizational support. ...
Purpose- The primary purpose of this study is to examine the relationship between ethical leadership and innovative behavior of employees in Nepalese commercial banks with the mediating role of organizational support. Design/Methodology/Approach- To examine the relationship between ethical leadership and innovative behavior, with organizational support as a mediator, a descriptive and causal research design was employed. Data were collected from a sample of 287 employees at various capacity levels within Nepalese commercial banks, using a convenience sampling technique. Findings- This study reveals that ethical leadership significantly fosters innovative behavior among employees in Nepalese commercial banks, with organizational support serving as a key mediating factor. Strong organizational support amplifies this relationship by offering essential resources, encouragement, and a secure environment that nurtures creativity and innovation. Implications- The findings of the study indicate that prioritizing ethical leadership training and strengthening organizational support systems can substantially boost employee innovative behaviour. This, in turn, contributes to enhance organizational performance and strengthens competitive advantages of the business. Originality/Value- This study provides new insights into the impact of ethical leadership and organizational support system on innovative behavior. Further it supports for fostering a culture of innovation, which is critical for enhancing competitiveness in the banking sector.
... Amabile, et. al., 2004;de Jong & Den Hartog, 2007). ...
This multi-method study examined the mediating effect of climate for creativity between leader- ship behavior and innovation at the work-unit (proximal) and organizational (distal) levels. The study was conducted with a sample of 180 engineers in the aerospace industry. Creative autonomy, idea-support, challenge and involvement, and conflict were identified as underlying constructs for the climate for creativity. The analysis revealed that climate for creativity complementarily medi- ates the relationship between leadership support for innovation and innovation, with idea-support as the most influential dimension. A distinction between work-unit innovation and organiza- tional-level innovation showed that the conflict dimension was influential only at the more proxi- mal work-unit innovation level. Qualitative analysis confirmed these dimensions and identified the underlying constructs for leadership behavior in relation to climate for creativity, for both helping and hindering innovation.
The study investigated how the appointments mediate the effect of organisational politics on performance of appointees into positions of responsibilities in Tertiary Institutions in Ekiti State, Nigeria. The study population was 8206 staff of tertiary institutions in Ekit State, Nigeria. The sample for the study was derived from Taro model while used Isreal (2013) recommended that a comprehensive analysis include an additional 30% of the original sample size to account for missing values to amount to 495 respondents. The method of data analysis used was descriptive and sobel test. The result revealed that P-value is less than 0.05 (0.00000227). Therefore, the study concluded that the indirect effect between organizational politics and performance of appointee via appointment is statistically significant.
SMEs rely on innovation, and individual employees come up with and implement ideas to act as the microfoundations of organizational innovation. Managers play a critical role in encouraging employees’ innovative work behavior. However, thus far, this relationship has been studied utilizing a one-dimensional construct, and little is known about whether a determinant affects all phases of the innovation process equally. We investigate the effect of managerial coaching– managers coaching their employees to improve performance– on four dimensions of innovative work behavior. We show that managerial coaching positively influences innovative behavior in organizations, but is least important when employees explore ideas and most important when they implement ideas. We also find that employees tend to be more comfortable exploring and generating ideas than championing and implementing them, indicating innovation potential at the employee level which can be unlocked if managers know how to coach employees at the right time.
The process of user-centered innovation: how it can benefit both users and manufacturers and how its emergence will bring changes in business models and in public policy.
Innovation is rapidly becoming democratized. Users, aided by improvements in computer and communications technology, increasingly can develop their own new products and services. These innovating users—both individuals and firms—often freely share their innovations with others, creating user-innovation communities and a rich intellectual commons. In Democratizing Innovation, Eric von Hippel looks closely at this emerging system of user-centered innovation. He explains why and when users find it profitable to develop new products and services for themselves, and why it often pays users to reveal their innovations freely for the use of all.The trend toward democratized innovation can be seen in software and information products—most notably in the free and open-source software movement—but also in physical products. Von Hippel's many examples of user innovation in action range from surgical equipment to surfboards to software security features. He shows that product and service development is concentrated among "lead users," who are ahead on marketplace trends and whose innovations are often commercially attractive.
Von Hippel argues that manufacturers should redesign their innovation processes and that they should systematically seek out innovations developed by users. He points to businesses—the custom semiconductor industry is one example—that have learned to assist user-innovators by providing them with toolkits for developing new products. User innovation has a positive impact on social welfare, and von Hippel proposes that government policies, including R&D subsidies and tax credits, should be realigned to eliminate biases against it. The goal of a democratized user-centered innovation system, says von Hippel, is well worth striving for. An electronic version of this book is available under a Creative Commons license.
In a study of management in new product development units, Josef Frischer compared managers who primarily intend empowering subordinates for the benefit of the whole organization (managers with the leadership motive pattern) with those who essentially are concerned with the establishment and maintenance of a friendly relationship with subordinates (managers high in need for affiliation). Thirty-five managers, heading new product development functions or units in four high-technology plants, were assessed along with their subordinates. When managers exhibited a leadership motive pattern, their subordinates perceived their work groups, their managers, and themselves as more influential (empowered). They also reported a more innovative climate as compared with subordinates of managers high in need for affiliation. Beside, those in subordinate positions, who are affected by the empowering managers, are given the opportunity to successfully influence and manage the turbulence and complexity arising from the development of new products, thus helping to establish an organizational climate that supports innovative pursuits.
The present study integrated a number of streams of research on the antecedents of innovation to develop and test a model of individual innovative behavior. Hypothesizing that leadership, individual problem-solving style, and work group relations affect innovative behavior directly and indirectly through their influence on perceptions of the climate for innovation, we used structural equation analysis to test the parameters of the proposed model simultaneously and also explored the moderating effect of task characteristics. The model explained approximately 37 percent of the variance in innovative behavior. Tasktype moderated the relationship between leader role expectations and innovative behavior.
'This ambitious book draws upon a wide variety of literature in developing a comprehensive theory of entrepreneurship, ranging from the discovery of entrepreneurial activities, to industry differences in entrepreneurial activity, to the organizing process. It represents a major contribution to the field.' - Arnold C. Cooper, Purdue University, US. 'Professor Scott Shane provides a deep and comprehensive discussion of the individual-opportunity nexus in entrepreneurship. Eschewing the usual approaches of either focusing exclusively on the individuals and their motivations and actions or focusing exclusively, almost always ex-post, on the economic potential of opportunities, Scott Shane fixes his gaze squarely on the nexus of the individual and the opportunity. It is this nexus that I believe is the building block for a better understanding of the entrepreneurial phenomenon.' - From the foreword by Sankaran Venkataraman. In the first exhaustive treatment of the field in 20 years, Scott Shane extends the analysis of entrepreneurship by offering an overarching conceptual framework that explains the different parts of the entrepreneurial process - the opportunities, the people who pursue them, the skills and strategies used to organize and exploit opportunities, and the environmental conditions favorable to them - in a coherent way.