Shedding light on followers' innovation implementation behavior
Shedding light on followers' innovation implementation behavior
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DOI：
10.1108/02683941011035304
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发表时间：
2010-01-01
影响因子：
3.2
通讯作者：
Sonntag, Karlheinz
中科院分区：
文献类型：
--
作者：
Michaelis, Bjoern;Stegmaier, Ralf;Sonntag, Karlheinz
目的-本文的目的是提供一个更深层次的理解如何转型领导关系到追随者的创新实施行为，这种关系的心理机制，以及个人的看法气候的作用，为initiative.Design/方法/方式感知数据收集了198名员工在低，中级管理职位的跨国汽车公司。关系进行了测试，使用分层回归analysis.Findings-结果表明，变革型领导是密切相关的追随者的创新实施行为，这种关系的性质是调节追随者的水平感知气候的倡议。此外，变革承诺完全中介之间的关系，变革型领导和追随者的创新实施行为。研究限制/影响-本文是基于横截面设计。因果关系的解释，需要与实验或纵向designs.Practical影响的研究公司应投资于转型型领导力的培训，并在选择主管与这种领导风格，然后再开始实施创新。增强上下文的因素，如感知气候的主动性，应促进将它们整合到组织的奖励system.Originality/value-本文是第一个调查之间的关系变革型领导和追随者的创新实施行为。它规定了组织的背景下，变革型领导是最有可能与创新实施行为，以及在这些关系是不太可能发生。
Purpose The purpose of this paper is to provide a deeper understanding of how transformational leadership relates to followers' innovation implementation behavior, the psychological mechanisms of this relationship, and the role of individual perceptions of climate for initiative.Design/methodology/approach Perceptual data were collected from 198 employees in lower and middle management positions of a multinational automotive corporation. Relationships were tested using hierarchical regression analysis.Findings Results demonstrate that transformational leadership was strongly related to followers' innovation implementation behavior and that the nature of this relationship was moderated by followers' levels of perceived climate for initiative. Additionally, commitment to change fully mediated the relationship between transformational leadership and followers' innovation implementation behavior.Research limitations/implications The paper is based on a cross-sectional design. A causal interpretation requires studies with experimental or longitudinal designs.Practical implications Companies should invest in transformational leadership training and in the selection of supervisors with this leadership style before initiating the implementation of innovations. Enhancing contextual factors, such as a perceived climate for initiative, should be promoted by integrating them into organizations' reward systems.Originality/value The paper is one of the first to investigate the relationship between transformational leadership and followers' innovation implementation behavior. It specifies the organizational contexts under which transformational leadership is most likely related to innovation implementation behavior, and those in which such a relationship is unlikely to occur.