Innovative behaviour: how much transformational leadership do you need?
By Timothy C. Bednall, A. Rafferty, H. Shipton, Karin Sanders, Chris J. Jackson. 2018
174 citations recorded by the source corpus.
Studies on the effects of transformational leadership on employee innovative behaviour have yielded mixed results. The authors argue that one possible explanation for these mixed findings is that researchers have assumed a linear relationship between these constructs. In contrast, they suggest that the relationship between transformational leadership and innovative behaviour is non-linear. Specifically, the authors argue that the positive effects of transformational leadership on innovative behaviour will be stronger at low and high levels of transformational leadership. Moreover, they examine whether the relationship between transformational leadership and innovative behaviour is mediated by knowledge sharing within and between teams. The authors undertake a constructive replication by testing these hypothesized relationships in two studies: (1) a multi-actor team-level study conducted in the USA, and (2) a longitudinal employee-level study of teachers in the Netherlands. Results of both studies reveal that knowledge sharing mediates the relationship between transformational leadership and innovative behaviour, and that the indirect relationship is curvilinear. The authors link these findings to leader substitution theory, proposing that employees turn to their peers and other parties when there is an absence of effective leadership.
Subfields: Communication, Organizational Behavior and Human Resource Management, Strategy and Management
View Paper: https://www.semanticscholar.org/paper/75d10b2ec4bfae219a9c0e5aac7d130e6549e2ed
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In Communication
In Organizational Behavior and Human Resource Management
In Strategy and Management
Citations in the corpus
- Innovative Behaviour, Trust and Perceived Workplace Performance (2018, unknown): “Positive social exchange will compel the individual to seek means to perform their tasks in new and better ways, triggering IB (Bednall et al., 2018; Scott and Bruce, 1994).”
- The effects of employees' creative self-efficacy on innovative behavior: The role of entrepreneurial leadership (2018, background): “inspiring them to think ‘out of the box’, which is crucial for innovative behavior (Aryee et al., 2012; Bednall et al., 2018).”