Leadership effects on innovation propensity: A two-factor full range leadership model

By James C. Ryan, Syed Awais Ahmed Tipu. 2013

203 citations recorded by the source corpus.

Subfields: Demography, Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/8e7ca0668f2e3b3bc9fe6fb0967087b70f530644

How researchers see this paper

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

In Demography

In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

Transformational and transactional leadership and employee’s entrepreneurial behavior in knowledge–intensive industries (2017, background): “Moreover, followers try to restrict themselves to conformance and doing exactly what the leaders have told them instead of exploring and exploiting opportunities (Boerner, Eisenbeiss, & Griesser, 2007; Moss & Ritossa, 2007; Ryan & Tipu, 2013).”
The Interplay of Leadership Styles, Innovative Work Behavior, Organizational Culture, and Organizational Citizenship Behavior (2020, background): “Even though scarce, some empirical studies propose positive outcomes of lassiez-faire leadership in employees’ innovation tendency (Ryan & Tipu, 2013; Yang, 2015).”
Authentic and transformational leadership and innovative work behaviour: the moderating role of psychological empowerment (2020, background): “Such leadership behaviour enabled the employees to feel respected and autonomously motivated (Yang, 2015) and is connected with the employees’ inclination to innovation, as it contributes to an environment that stimulates innovation (Ryan and Tipu, 2013) and allows the employees to have control and ”
The mediation role of leadership styles in integrated project collaboration: An emotional intelligence perspective (2018, background): “However, a majority of empirical results show that items across dimensions of transactional leadership do not load together to reflect the characteristics of this type, but rather are divided into active and passive aspects (Ryan and Tipu, 2013).”
Leadership Theories and Styles: A Literature Review (2016, background): “…direction and guidance, the dynamic among these factors was established; socio-emotional support and task behavior, in performing a task the readiness level (commitment and competence) of the followers and relationship behavior required by the followers functions and objective (Ryan & Tipu, 2013).”