THE IMPACT OF LEADERSHIP STYLES AND THE COMPONENTS OF LEADERSHIP STYLES ON INNOVATIVE BEHAVIOUR

Tebogo Sethibe and Renier Steyn ()
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Tebogo Sethibe: Graduate School of Business Leadership, University of South Africa, P. O. Box 12216, Vorna Valley, Midrand 1686, Republic of South Africa
Renier Steyn: Graduate School of Business Leadership, University of South Africa, Midrand, P. O. Box 392, Unisa 0003, South Africa

International Journal of Innovation Management (ijim), 2017, vol. 21, issue 02, 1-19

Abstract: The study on which this paper is based examined the effect of transformational and transactional leadership styles as well as the effect of each component of transformational and transactional leadership on innovative behaviour. A sample of 3 180 respondents from 52 South African companies participated in this research. Two main hypotheses and six sub-hypotheses were tested using multiple regression analysis with and without interaction terms. The results indicate that it is useful to utilise both transformational and transactional leadership styles to enhance employees' innovative behaviour. The study substantiated the expected positive relationship between transformational and transactional leadership style and innovative behaviour. Furthermore, the results showed that amongst the components of these leadership styles, inspirational motivation, intellectual stimulation and contingent reward positively influence innovative behaviour. The results showed no relationship between individual consideration, management-by-exception and innovative behaviour. Contrary to expectations, the results revealed a negative relationship between idealised influence and innovative behaviour. Recommendations and suggestions for further research are provided.

Keywords: Leadership style; transformational leadership; transactional leadership; innovative behaviour; innovation (search for similar items in EconPapers)
Date: 2017
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Citations: View citations in EconPapers (2)

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DOI: 10.1142/S1363919617500153

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