 Leadership effects on innovation propensity: A two-factor full range leadership modelJames C. Ryan and Syed A.A. Tipu Journal of Business Research, 2013, vol. 66, issue 10, 2116-2129 Abstract: This paper examines the leadership dimensions of the full range leadership model in Pakistan and the relation of leadership to innovation propensity for a sample of 548 participants. Analysis of data using exploratory and confirmatory factor analysis, and structural equation modeling yields results that do not identify the leadership dimensions of transformational, transactional and laissez-faire leadership. Rather, the study identifies two distinct leadership dimensions, namely active leadership and passive-avoidant leadership and explores the relation between these leadership dimensions and innovation propensity. Results show that active leadership has a strong and significant positive effect on innovation propensity, while passive-avoidant leadership has a significant but weakly positive effect on innovation propensity. The study concludes that these leadership styles offer unique insight into the nature of leadership behaviors in Pakistani organizations and the influence that such behaviors have on innovation propensity. Keywords: Innovation propensity; Pakistan; Full range model; Transformational leadership (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:eee:jbrese:v:66:y:2013:i:10:p:2116-2129 DOI: 10.1016/j.jbusres.2013.02.038 Access Statistics for this article Journal of Business Research is currently edited by A. G. Woodside More articles in Journal of Business Research from Elsevier |
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