Leadership Style and Innovative Work Behaviour: Is Learning Agility the Key?

Damla Karakoy () and Ayla Zehra Oncer ()
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Damla Karakoy: Marmara University
Ayla Zehra Oncer: Marmara University

A chapter in Eurasian Business and Economics Perspectives, 2024, pp 57-80 from Springer

Abstract: Abstract The main purpose of this research is to determine whether learning agility (LA) plays a role in examining the effects of leadership style on innovative work behavior (IWB). Two leadership styles were included in the research model: transactional and transformational. IWB discussed with a two-dimensional model consists of “idea exploration and generation” and “idea championing and implementation”. 246 employees participated in the research. The analysis results showed that transactional and transformational leadership positively influence both dimensions of IWB. While Self-Awareness and Attitudinal Agility dimensions of LA fully mediate the relationship between transactional leadership and idea exploration and generation, they also partially mediate the relationship between transactional leadership and idea championing and implementation. Additionally, Attitudinal Agility dimension fully mediated the relationship between transformational leadership and idea exploration and generation and also has a partial mediation effect on the relationship between transformational leadership and idea championing and implementation. Self-Awareness, Experience Agility and Change Agility dimensions have a partial mediation effect on the relationship between transformational leadership and two dimensions of IWB. This study has a unique value in terms of revealing quantitative study and empirical data by evaluating the concepts of leadership types, learning agility and innovative work behavior combined.

Keywords: Leadership style; Transactional leadership; Transformational leadership; Innovative work behavior; Learning agility (search for similar items in EconPapers)
Date: 2024
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Persistent link: https://EconPapers.repec.org/RePEc:spr:eurchp:978-3-031-64140-4_4

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DOI: 10.1007/978-3-031-64140-4_4

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