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The Impact Of Leadership Styles And The Components Of Leadership Styles On Innovative Behaviour

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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)

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.

Suggested Citation

  • Tebogo Sethibe & Renier Steyn, 2017. "The Impact Of Leadership Styles And The Components Of Leadership Styles On Innovative Behaviour," International Journal of Innovation Management (ijim), World Scientific Publishing Co. Pte. Ltd., vol. 21(02), pages 1-19, February.
    • Handle: RePEc:wsi:ijimxx:v:21:y:2017:i:02:n:s1363919617500153
    DOI: 10.1142/S1363919617500153
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    References listed on IDEAS

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    1. Redmond, Matthew R. & Mumford, Michael D. & Teach, Richard, 1993. "Putting Creativity to Work: Effects of Leader Behavior on Subordinate Creativity," Organizational Behavior and Human Decision Processes, Elsevier, vol. 55(1), pages 120-151, June.
    2. Leif Denti & Sven Hemlin, 2012. "Leadership And Innovation In Organizations: A Systematic Review Of Factors That Mediate Or Moderate The Relationship," International Journal of Innovation Management (ijim), World Scientific Publishing Co. Pte. Ltd., vol. 16(03), pages 1-20.
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    Cited by:

    1. Andres Felipe Cortes & Pol Herrmann, 2019. "Ceo Transformational Leadership And Sme Innovation: The Mediating Role Of Social Capital And Employee Participation," International Journal of Innovation Management (ijim), World Scientific Publishing Co. Pte. Ltd., vol. 24(03), pages 1-25, April.
    2. Jackline Akoth Odero & Robert K.W. Egessa & Kelvin Mogere Machuki & Joel Limonya, 2022. "Transformational leadership and innovation in deposit taking SACCOs: The moderating role of competitor orientation," International Journal of Research in Business and Social Science (2147-4478), Center for the Strategic Studies in Business and Finance, vol. 11(8), pages 166-176, November.

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