Transformational Leadership and Innovation Implementation Behavior
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This study addresses the research question of whether transformational leadership influences followers’ commitment to change and thereby facilitates followers’ innovation implementation behavior, depending on the level of their perceived climate for initiative. Data were collected from a multinational automotive corporation. All employees in this sample held R&D jobs and were in lower and middle management positions. The questionnaire administration took place by e-mail contact. Employees received a link that allowed them to access the online questionnaire. It was found that transformational leadership is positively associated with followers’ innovation implementation behavior. It was also found that commitment to change plays a mediating role between transformational leadership and followers’ innovation implementation behavior. Finally, It was found that followers’ perceived climate for initiative moderates the positive relationship between transformational leadership and followers’ innovation implementation behavior This study implies that there are two ways to increase followers’ innovation implementation behavior. First, given the consistent interactions between transformational leadership and perceived climate for initiative, it can be argued that systematic efforts to enhance individual perceptions of a climate for initiative is particularly important to companies that want to promote followers’ innovation implementation behavior. Second, the results also suggest that companies should invest in transformational leadership training and in the selection of supervisors with this leadership style before initiating the implementation of innovations.
Abstract
This study addresses the research question of whether transformational leadership influences followers’ commitment to change and thereby facilitates followers’ innovation implementation behavior, depending on the level of their perceived climate for initiative. Data were collected from a multinational automotive corporation. All employees in this sample held R&D jobs and were in lower and middle management positions. The questionnaire administration took place by e-mail contact. Employees received a link that allowed them to access the online questionnaire. It was found that transformational leadership is positively associated with followers’ innovation implementation behavior. It was also found that commitment to change plays a mediating role between transformational leadership and followers’ innovation implementation behavior. Finally, It was found that followers’ perceived climate for initiative moderates the positive relationship between transformational leadership and followers’ innovation implementation behavior This study implies that there are two ways to increase followers’ innovation implementation behavior. First, given the consistent interactions between transformational leadership and perceived climate for initiative, it can be argued that systematic efforts to enhance individual perceptions of a climate for initiative is particularly important to companies that want to promote followers’ innovation implementation behavior. Second, the results also suggest that companies should invest in transformational leadership training and in the selection of supervisors with this leadership style before initiating the implementation of innovations.
참고문헌 (33)
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