دانلود رایگان مقاله انگلیسی سبک رهبری و فضای نوآوری در شرکت ها - الزویر 2018

ABSTRACT

Existing literatures have explored the positive effect of leadership style on innovation atmosphere from a team perspective. However, much attention has been paid to transformational leadership style, whereas studies on transactional leadership style are not available. To this end, this paper explores the relationship between the two leadership styles and innovation atmosphere in enterprises. The intermediary role that trust and individual identification play in the relationship between leadership style and innovation atmosphere is examined as well. We conduct a survey on 294 respondents and run hierarchical regression and adjustment regression. The results show that (1) transformational leadership style can facilitate to build trust and individual identification; (2) transformational leadership style is more helpful for building innovation atmosphere; (3) it is easier for leaders with transformational leadership style to build trust and that trust positively affects innovation atmosphere; (4) trust and individual identity are helpful for creating innovation atmosphere; (5) trust and individual identification play an intermediary role between transformational leadership style and innovation atmosphere; (6) trust does not play an intermediary role between transactional leadership style and innovation atmosphere, whereas individual identity does. Implications from the findings are discussed.

Conclusions

This paper studies the relationship between leadership style and innovation atmosphere in enterprises. The intermediary role that trust and individual identification play in the relationship is examined as well. The following conclusions can be reached based on the empirical test. First, leadership style in enterprises can be categorized into transformational leadership style and transactional leadership style. Transformational leadership style can facilitate to build trust and individual identification. Leaders with transformational leadership style are more approachable. They tend to build trust within a team. In addition, they value the harmony in a team and promote resources sharing within the team. In this way, team members get supports for performing innovation. Team members also get trust from their leaders. They become more loyal to the team and tend to be satisfied with the team. As a result, it is easy for them to achieve individual identification. This study finds that leaders with transformational leadership style do not neglect trust and individual identification completely. Under certain conditions, leaders with transformational leadership style do boost team morale to some extent in a short term and build trust and individual identity in a team. The result is consistent with the finding in Bass, Avolio, and Goodheim (1987). Second, trust and individual identity are helpful for creating innovation atmosphere. More trust can improve job satisfaction. A high level of individual identification helps team members establish the sense of belonging and the sense of mission. In this way, they are more likely to be motivated. Third, building innovation atmosphere must be based on the appropriate leadership style. Innovation atmosphere is significantly influenced by transformational leadership style and transactional leadership style. Compared with transactional leadership style, transformational leadership style is more helpful for building innovation atmosphere. Leaders with transformational leadership style focus on establishing a shared vision, which helps team members perceive support from their leaders, establish innovation values, and increase their innovation autonomy and degrees of cognitive innovation. Although leaders with transactional leadership style promote the innovative autonomy in a team, team members cannot perceive shared visions and goals of innovation.