Transformational Leadership and Innovative Work Behaviour: Exploring the Relevance of Gender Differences

By M. Reuvers, M. V. van Engen, C. Vinkenburg, Elisabeth Wilson-Evered. 2008

327 citations recorded by the source corpus.

Subfields: Gender Studies, Marketing, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/7c63eb6f8b18ab92c160154ee1b3d5ea69df568a

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Citations in the corpus

Transformational leadership, innovative work behavior, and employee well-being (2013, background): “Despite theoretical reasoning, little empirical evidence exists to confirm the relationship between leadership, innovative work behavior, and the socio-psychological mechanism in between, inspiring the need for further investigation (Reuvers et al. 2008).”
Fostering innovative behaviour: the importance of employee commitment and organisational citizenship behaviour (2013, background): “Although research examining the innovative behaviour of nursing employees is limited, it is clear that hospitals stand to gain from innovative employees (Reuvers et al. 2008) because innovative nursing employees will contribute to the attainment of organisational goals (improved performance and pati”
Transformational and transactional leadership and employee’s entrepreneurial behavior in knowledge–intensive industries (2017, result): “This is in line with other studies that found that these transformational leadership components foster employees’ creativity and innovation (Afsar et al., 2014; Majumdar & Ray, 2011; Reuvers et al., 2008).”
A Critical Assessment of Charismatic—Transformational Leadership Research: Back to the Drawing Board? (2013, background): “Reuvers et al. (2008) found that charismatic–transformational leadership was only associated with follower self-reported innovative behavior for male and not for female leaders.”
Managing employee innovative behaviour through transformational and transactional leadership styles (2018, unknown): “Most studies find a positive relation between the two (de Jong and Den Hartog 2007; Reuvers et al. 2008; Abbas et al. 2012; Khan, Aslam, and Riaz 2012; Afsar, F. Badir and Bin Saeed, 2014; Slåtten and Mehmetoglu 2015).”
How Do Leaders Influence Innovation and Creativity in Employees? The Mediating Role of Intrinsic Motivation (2021, background): “This characteristic is mainly found in the inclusive leaders who build quality-based relationships with their employees and create a fair reward system that enables them to meet the job demands like IWB (Reuvers et al., 2008; Karin et al., 2010).”
The Relationship between Innovative Work Behavior on Work Role Performance: An Empirical Study (2014, methodology): “The perspective provides an updated view of innovative work behaviour that was previously developed on a one-dimension model (Janssen, 2000), two-dimension model proposed by Krause (2004) and Dorenbosch et al. (2005) and a three-dimensional model proposed by Reuvers et al. (2008).”
Entrepreneurial leadership of CEOs and employees’ innovative behavior in high-technology new ventures (2020, background): “…modeling pathways specified by social cognitive theory, growing research has argued that leaders foster employees’ creative self-efficacy through the provision of support, encouragement and role modeling (e.g., Bono & Judge, 2004; Y. Chen et al., 2014; Herrmann & Felfe, 2014; Reuvers et al., 2008).”