Predictors | Unstandardized β coefficient | Standardized β coefficient | t | Significance (p-value) |
---|---|---|---|---|
Intercept | 0.810 | 1.559 | 0.127 | |
Transactional leadership | −0.009 | −0.014 | −0.134 | 0.893 |
Transformational leadership | 0.804 | 0.785 | 7.493 | 0.000 |
R square | 0.616 | |||
F | 28.087 |
Leadership dimensions | Innovation dimensions |
---|---|
Leaders show indifference toward the tasks that employees are handling Leaders use punishment and discipline to change the behavior of employees Leaders use power to ensure that the tasks given to the employees are completed Employees are allowed to make their own decisions until they make a mistake The absence of support and a positive working environment is prominently visible Leaders focus on short-term, immediate solutions or objectives Leaders focus on increasing efficiency in current practices Leaders do not take employees’ needs and personal growth into consideration |
There is openness, strength, and supportiveness in the relationship between employees and supervisors Information flow is open New ideas are supported at all levels of the organization Presence of freedom and autonomy Resources (materials and information) are available There are pressures of positive challenge and negative workload pressure Organizational impediments to creativity (negative conservatism and internal strife) There is clarity of goals There is the freedom to make work-related decisions independently There is a sense of control over one's job |
Leaders have inspirational motivation/charisma Leaders are recognized as change agents Leaders are guided by values Leaders are oriented toward lifelong learning Leaders are visionaries who trust people Leaders motivate followers to improve their performance Leaders can remove any obstacles and resistance toward changes Leaders promote organizational members’ participation in collective decisions and activities Leaders promote openness, which enhances the creation of structures and systems at all levels of the organization Leaders can cope with complexity, ambiguity, and uncertainty Leaders instill a new approach to the culture Leaders create a climate of job satisfaction and commitment to quality service |
Support for innovation is there Collaboration outside the organization is encouraged Decentralized decision-making is found There is a clear status on resources (time, money, and tools) The communication systems are clear Consulting, mentoring, and coaching are embedded in organizational processes Direct management and control are present Recognition and economic incentives are a part of organizational processes |
Variables | N | M | SD | α | r | |||
---|---|---|---|---|---|---|---|---|
1 | 2 | 3 | 4 | |||||
1 Transactional leadership | 38 | 3.41 | 1.109 | 0.914 | −0.001 | 0.138 | −0.015 | |
2 Transformational leadership | 38 | 4.26 | 0.708 | 0.957 | −0.001 | 0.785 | ||
3 Innovation – idea generation | 38 | 4.17 | 0.697 | 0.899 | 0.138 | 0.902 | 0.779 | |
4 Innovation – idea implementation | 38 | 4.21 | 0.725 | 0.915 | −0.015 | 0.785 | 0.779 |
Variable | Category | Number of respondents | Percentage of respondents |
---|---|---|---|
Gender | Male | 18 | 47.4 |
Female | 20 | 52.6 | |
Firm size | <50 employees | 8 | 21.1 |
>50 but <150 employees | 8 | 21.1 | |
>150 employees | 24 | 63.2 | |
Hierarchical level | Lower management | 7 | 18.4 |
Middle management | 29 | 76.3 | |
Upper management | 3 | 7.9 |