MODELLING THE LINK BETWEEN LEADER–MEMBER EXCHANGE AND INDIVIDUAL INNOVATION IN R&D

Leif Denti () and Sven Hemlin
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Leif Denti: Department of Psychology, University of Gothenburg, 405 30 Gothenburg, Sweden
Sven Hemlin: Department of Psychology, Gothenburg Research Institute, University of Gothenburg, 405 30 Gothenburg, Sweden

International Journal of Innovation Management (ijim), 2016, vol. 20, issue 03, 1-23

Abstract: This study models individual characteristics, leadership, and organisational support in relationship to individual innovation in highly complex research and development (R&D) settings. The study reports on a survey of 166 R&D team members, 43 team leaders, and 10 department managers in five Swedish industrial organisations. Individual innovation was measured using four indicators (new products, new patent applications, scientific publications, and other publications) and team leaders’ ratings of innovative work behaviour. Individuals’ inclination to take personal initiative predicted individual innovation, while intrinsic motivation and leadership (conceptualised by leader–member exchange (LMX) theory) did not. A mediating effect was found whereby LMX was associated with individual innovation through the personal initiative of team members. Organisational support moderated the relationship between LMX and individual initiative. High organisational support strengthened the relationship.

Keywords: Leader–member exchange; innovation; intrinsic motivation; personal initiative; organisational support (search for similar items in EconPapers)
Date: 2016
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Citations: View citations in EconPapers (2)

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DOI: 10.1142/S1363919616500389

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