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Direct and indirect effects of transformational leadership on innovative behavior

Poppendick, P. (2009) Direct and indirect effects of transformational leadership on innovative behavior.

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Abstract:This study aims at investigating how transformational leaders directly and indirectly (via affective commitment to the organization, the career, the leader, and the team and innovative climate) affect employees’ innovative behavior. The hypotheses are tested by applying quantitative analyses to data collected from 39 employees of a multinational high-technology group, specialized in the photo sensor technology in the Netherlands. The results of the analysis do not support the direct link between transformational leadership and innovative employee behavior. Yet, they support the moderator effect of affective commitment to the organization and the moderator effect of innovative climate between transformational leadership and innovative employee behavior. Likewise, a positive relationship between transformational leadership and innovative climate as well as affective commitment towards the leader got supported. Nevertheless, innovative behavior might have been influenced by other factors rather than transformational leadership. The limitations of the findings and recommendations for future research are discussed
Item Type:Essay (Bachelor)
Faculty:BMS: Behavioural, Management and Social Sciences
Subject:77 psychology
Programme:Psychology BSc (56604)
Link to this item:http://purl.utwente.nl/essays/59661
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