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Innovation and Leadership: A Study of Organizations Based in the United Arab Emirates

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Listed:
  • Agarwal Ruchi

    (MENA College of Management, Dubai, UNITED ARAB EMIRATES)

  • Gupta Babeet

    (City University College of Ajman, Ajman, UNITED ARAB EMIRATES)

Abstract

The successful practice of innovation in any organization demands the integration and interaction of individual, collective, and organizational climate levels of management. Leadership styles have an impact on all these three levels of management. However, little work has been done to assess this impact, especially in the context of United Arab Emirates (UAE)-based organizations. This study was conducted with the purpose of assessing whether leadership processes, tools, and techniques differ in innovative organizations and, thereafter, propose general leadership requirements for innovative projects in the UAE. This study adopts statistical data-processing methods, such as descriptive statistics, the reliability of the instrument, correlation, and regression analysis. Data obtained through a survey of UAE-based organizations were used for analyzing whether innovativeness (as perceived by employees) is statistically correlated with leadership dimensions. The research results show that the transformational leadership style scores better over transactional leadership when it comes to predicting innovations.

Suggested Citation

  • Agarwal Ruchi & Gupta Babeet, 2021. "Innovation and Leadership: A Study of Organizations Based in the United Arab Emirates," Foundations of Management, Sciendo, vol. 13(1), pages 73-84, January.
    • Handle: RePEc:vrs:founma:v:13:y:2021:i:1:p:73-84:n:6
    DOI: 10.2478/fman-2021-0006
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    References listed on IDEAS

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    1. Gumusluoglu, Lale & Ilsev, Arzu, 2009. "Transformational leadership, creativity, and organizational innovation," Journal of Business Research, Elsevier, vol. 62(4), pages 461-473, April.
    2. James A. Christiansen, 2000. "Building the Innovative Organization," Palgrave Macmillan Books, Palgrave Macmillan, number 978-0-333-97744-6, December.
    3. Boas Shamir & Robert J. House & Michael B. Arthur, 1993. "The Motivational Effects of Charismatic Leadership: A Self-Concept Based Theory," Organization Science, INFORMS, vol. 4(4), pages 577-594, November.
    4. Jae Hyeung Kang & George T. Solomon & David Y. Choi, 2015. "CEOs' Leadership Styles and Managers' Innovative Behaviour: Investigation of Intervening Effects in an Entrepreneurial Context," Journal of Management Studies, Wiley Blackwell, vol. 52(4), pages 531-554, June.
    5. Wang, Chung-Jen & Tsai, Huei-Ting & Tsai, Ming-Tien, 2014. "Linking transformational leadership and employee creativity in the hospitality industry: The influences of creative role identity, creative self-efficacy, and job complexity," Tourism Management, Elsevier, vol. 40(C), pages 79-89.
    Full references (including those not matched with items on IDEAS)

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    More about this item

    Keywords

    leadership; leadership style; innovation processes; innovation culture;
    All these keywords.

    JEL classification:

    • M10 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - General
    • O31 - Economic Development, Innovation, Technological Change, and Growth - - Innovation; Research and Development; Technological Change; Intellectual Property Rights - - - Innovation and Invention: Processes and Incentives
    • O30 - Economic Development, Innovation, Technological Change, and Growth - - Innovation; Research and Development; Technological Change; Intellectual Property Rights - - - General

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