Effects of leadership and leader‐member exchange on innovativeness

By Jean S. K. Lee. 2008

224 citations recorded by the source corpus.

Purpose – The role of research and development (R&D) in a knowledge‐based economy like Singapore is of paramount importance to the sustenance of its competitive advantage. R&D not only requires huge investments in time and capital but also in a committed pool of talent. The present study attempts to integrate both behavioural and relational perspectives using Bass's Multi‐Factor Leadership Theory and Liden and Maslyn's Multi‐Dimensional Model of Leader‐Member Exchange (LMX) and test their applicability in determining employees' innovativeness.Design/methodology/approach – Using the responses from 201 R&D professionals in Singapore, it is found that R&D superiors demonstrate predominantly transformational leadership but at lower frequency than observed in past studies. Practical implications arising from the findings for R&D managers, human resource managers, and training and education are discussed.Findings – The findings from hierarchical regression analysis reveal that transformational leadership has po...

Subfields: Gender Studies, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/0adb909c9331e62d47b88147f7448e04ceed0027

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Gender Studies

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

CEOs' Leadership Styles and Managers' Innovative Behaviour: Investigation of Intervening Effects in an Entrepreneurial Context (2015, background): “However, given that transformational and transactional leadership styles have been generally considered independent variables (e.g., Boerner et al., 2007; Lee, 2007; Michaelis et al., 2010; Pieterse et al., 2010), it is likely that they are indeed causal variables that impact innovative behaviour.”
A Meta-Analysis of Antecedents and Consequences of Leader-Member Exchange (2012, background): “…leadership, with a number of studies finding an association between a composite measure of transformational leadership and LMX (Basu & Green, 1997; Howell & Hall-Merenda, 1999; J. Lee, 2008; Piccolo & Colquitt, 2006; Pillai, Schriesheim, & Williams, 1999; Tse & Lam, 2008; Wang et al., 2005).”
Exploring Managerial Mechanisms that Influence Innovative Work Behaviour: Comparing private and public employees (2014, background): “Autonomy provides employees with the space to be creative and experimental with improvements as an outcome (Alpkan et al. 2010; Lee 2008; Sundbo 2001).”
Leadership effects on innovation propensity: A two-factor full range leadership model (2013, background): “In the same vein, Lee (2008) finds an inverse relation between transactional leadership and innovativeness.”
Transformational and transactional leaderships, empowerment climate, and innovation performance: A multilevel analysis in the Chinese context (2012, background): “…depends on the leader’s proper behaviours of leadership; and a series of empirical studies repeatedly demonstrated the effect of the leader’s personal power on innovation (e.g., Amabile et al., 1996; Bass & Avolio, 1994, 1997; Deci & Ryan, 1985; Kark & Shamir, 2002; Krause, 2004; Lee, 2008).”
Does transformational leadership foster innovative work behavior? The roles of psychological empowerment, intrinsic motivation, and creative process engagement (2019, background): “In order for creative ideas to take place and be implemented, support for employees by their leaders is essential (Lee, 2008).”
Leadership, creativity and innovation: a meta-analytic review (2020, background): “…effects of the components of the full-range model on creativity and innovation are rare (e.g., Kim & Lee, 2011), but what evidence there is, suggests that transformational leadership has stronger effects on both follower creativity (Kark, Van Dijk, & Vashdi, 2018) and innovation (e.g., Lee, 2008).”
Leader-member Exchange (LMX) and Performance: A Meta-Analytic Review (2016, methodology): “, Lee, J. Y., & Podsakoff, N. P. (2003). Common method biases in behavioral research: A critical review of the literature and recommended remedies. Journal of Applied Psychology, 88, 879-903. DOI:org/10.1037/0021-9010.88.5.879 Podsakoff, P. M., MacKenzie, S. B., Moorman, R. H., & Fetter, R. (1990). ”
Applying transformational leadership theory to coaching research in youth sport: A systematic literature review (2016, unknown): “There was mixed support for the notion that TFL indirectly influences followers’ innovative behaviours through LMX (e.g. Lee, 2008; Shunlong & Weiming, 2012).”
Influence of leader behaviors on the leader‐member exchange relationship (2009, background): “Several studies found that LMX was correlated significantly with a composite measure of transformational leadership (Basu and Green, 1997; Bettencourt, 2004; Howell and Hall-Merenda, 1999; Lee, 2008; Piccolo and Colquitt, 2006; Pillai et al., 1999; Tse and Lam, 2008; Wang et al., 2005).”