Influence-based leadership as a determinant of the inclination to innovate and of innovation-related behaviors: An empirical investigation

By D. Krause. 2004

356 citations recorded by the source corpus.

Subfields: Experimental and Cognitive Psychology, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/b5df5c785330a555033f7b5ae0b2cfa2010cafca

How researchers see this paper

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

In Experimental and Cognitive Psychology

In Organizational Behavior and Human Resource Management

Citations in the corpus

Senior expatriate leadership's effects on innovation and the role of cultural intelligence (2009, background): “Our paper contributes to the burgeoning literature of the role of leadership for innovation (Howell & Avolio, 1993; Jung et al., 2003; Krause, 2004; Mumford & Licuanan, 2004) by demonstrating the robust effect that visionary–transformational leadership has on the rate of innovation adoption.”
Transformational and transactional leaderships, empowerment climate, and innovation performance: A multilevel analysis in the Chinese context (2012, background): “Previous research on leadership consistently focused on the importance of leaders towards leadership effectiveness, for example, traits theories of leadership consider that the leader’s performance depends on the leader’s unique qualities and unconventional skills; behavioural theories of leadership”
Innovative Work Behavior: Measurement and Validation (2008, methodology): “More recently, Krause (2004) investigated whether supervisors could exert influence on the innovation process by granting their employees freedom and autonomy.”
How leaders influence employees' innovative behaviour (2007, background): “These behaviours were dealt with previously as key steps in the process of individual innovation (Axtell et al., 2000; Krause, 2004; Dorenbosch et al., 2005).”
Affective Commitment to Change and Innovation Implementation Behavior: The Role of Charismatic Leadership and Employees’ Trust in Top Management (2009, background): “Prior research has suggested that supervisory behaviors enhance employees’ skills and knowledge which, in turn, results in higher levels of innovation implementation behavior (Krause, 2004).”
Experimentally Analyzing the Impact of Leader Positivity on Follower Positivity and Performance (2011, background): “…enhance innovation by being champions for it (Howell & Boies, 2004) and providing support (Amabile, Schatzel, Moneta & Kramer, 2004) and autonomy (Krause, 2004) to followers (see Mumford & Licuanan, 2004 or The Leadership Quarterly special issue on Leadership for Innovation), this is the first…”
THE IMPACT OF PERSONALITY AND LEADERSHIP STYLES ON LEADING CHANGE CAPABILITY OF MALAYSIAN MANAGERS (2011, background): “Krause (2004) also mentioned that leadership is described as the selection of bases of influences.”
A Great Many Things to Do and Not a Minute to Spare: Can Feedback From Supervisors Moderate the Relationship Between Skill Variety, Time Pressure, and Employees' Innovative Behavior? (2009, background): “As far as idea implementation was concerned, supervisors who discussed employees’ ideas with them and brought in their expert knowledge boosted employees’ idea implementation (Krause, 2004).”
Inclusive leadership and innovative work behavior: The role of psychological empowerment (2018, background): “The role of leadership at workplace was characterized as a key agent of change in the organization (Krause, 2004; De Jong & Den Hartog, 2008; Amabile, 2012; Javed et al., 2017b) which is well established in the literature.”
Integrating social power into the decision-making of cognitive agents (2016, background): “The reason for using this taxonomy of social powers is that it is one of the most influential and highly regarded theories of social power [9,28,34,35], which has been repeatedly scrutinized over the years [42,48,49,60,67,77], and thus provides a strong basis for our work.”
Transformational and transactional leadership and employee’s entrepreneurial behavior in knowledge–intensive industries (2017, background): “However, transformational leadership affects other job behaviors such as job satisfaction (Hoffman, Bynum, Piccolo, & Sutton, 2011; Worley & Lawler, 2010), turnover intentions (Conger & Lawler, 2009), organization commitment (Kark et al., 2004), and job performance (Avolio et al., 2004).”