EMPOWERING LEADERSHIP IN R&D — MODERATING EFFECTS OF THE STRATEGIC AND CULTURAL CONTEXT

Steffen H. Schroeder and Urs Baldegger
Additional contact information
Steffen H. Schroeder: Institute for Entrepreneurship, University of Liechtenstein, Fürst-Franz-Josef Strasse 1, 9490 Vaduz, Liechtenstein
Urs Baldegger: Institute for Entrepreneurship, University of Liechtenstein, Fürst-Franz-Josef Strasse 1, 9490 Vaduz, Liechtenstein

International Journal of Innovation Management (ijim), 2019, vol. 24, issue 04, 1-29

Abstract: Successful new product development is of crucial importance for the survival of enterprises and for creating and securing competitive positions. In R&D performance in new product development is generally affected by interpersonal leadership. Empowering leadership, specifically, is suitable for this context, as the need for autonomy and achievement, as well as the cooperation of the followers, are taken into account through the support of the leader. However, so far no moderating effects of the context have been examined. Therefore, the present study examined the influence of the contextual factors of strategic, structural, and cultural orientation on the relations between empowering leadership and new product development performance in R&D. Additionally, a wide range of leadership behaviors with transformational and transactional leadership is taken into account in this study. Empowering leadership is assumed to have the highest impact on the R&D context. The moderating effects of the context were investigated in a quantitative design with 116 leaders and 371 respective followers from 32 R&D departments of various branches of industrial enterprises. The results confirmed a main effect of empowering leadership on new product development performance. Additionally, moderation analyses showed moderating effects on strategic and cultural orientation, while structural orientation had no moderating effect. It can be concluded that empowering leadership has a positive effect on new product development performance; nevertheless, the context in which leadership is practiced has to be considered.

Keywords: Leadership; innovation; R&D; full-range-leadership; empowering leadership; culture; context; new product development performance; technology (search for similar items in EconPapers)
Date: 2019
References: View references in EconPapers View complete reference list from CitEc
Citations:

Downloads: (external link)
https://www.worldscientific.com/doi/abs/10.1142/S1363919620500401
Access to full text is restricted to subscribers

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:wsi:ijimxx:v:24:y:2019:i:04:n:s1363919620500401

Ordering information: This journal article can be ordered from

DOI: 10.1142/S1363919620500401

Access Statistics for this article

International Journal of Innovation Management (ijim) is currently edited by Joe Tidd

More articles in International Journal of Innovation Management (ijim) from World Scientific Publishing Co. Pte. Ltd.
Bibliographic data for series maintained by Tai Tone Lim ().