How leaders influence employees’ [11]
论文作者:Jeroen P.J. de Jong Deanne N. Den Hartog论文属性:硕士毕业论文 thesis登出时间:2009-11-19编辑:anne点击率:36455
论文字数:11159论文编号:org200911191606108750语种:英语 English地区:英国价格:免费论文
关键词:LeadershipInnovationEmployee behaviourIdeas generationKnowledge organizations Paper type Research paper
he interviewees that:
We want to innovate endlessly to create value for our customers and to improve our methods of delivery. Whenever an idea matches this principle, it is much easier to convince other employees of its value.
Most studies on individual innovation merge the construct of vision with other dimensions of transformational leadership. There are, however, studies that demonstrated an empirical connection between providing vision and measures of idea generation and application behaviour. Sosik et al. (1998) showed that providing a vision results in enhanced creativity on a computer-based brainstorming task. Hounsell (1992) demonstrated that the use of a vision results in successful research and development outcomes. These relate to application behaviour. Gebert et al. (2003) performed another study relevant to application behaviour. They claim that stimulating employees to be innovative entails particular risks. For example, one could end up with too broad a spectrum of initiatives. Gebert et al. define a construct called “integration” as being the clarity of the strategic course set by the organization, and the capacity to reach agreement on fundamental issues, and find support for a positive connection with employees’ decision to innovate.
4.5 Consulting
It was striking that most interviewees spontaneously indicated that they maintained a “loose” management style and were convinced of the value of asking subordinates for their opinion. Interviewees suggested that when something new is implemented, those who have to adopt it should be allowed to influence decision-making. Both the more and less innovative interviewees mentioned this. One interviewee stated that:
People are usually less motivated for another person’s idea unless they are able to reshape it. If I just order an employee to do something, I cannot expect a high-quality outcome. As mentioned, research has identified participation in decision-making as a strong determinant of innovative behaviour. Recent research also confirms the proposed link between a consulting leadership style and both idea generation and application behaviour. Amabile et al. (2004) compared teams of knowledge workers, using their daily reports about critical incidents in the behaviour of their leaders. The two R&D teams involved differed dramatically in idea generation, innovative output, and their perception of leader support for innovation. The leader of the successful team involved subordinates in decision making during weekly meetings, during which he and the team worked together to set their priorities and goals. In contrast, the leader of the unsuccessful team never asked his workers’ for input for decision making. This lack of consultation undermined subordinates’ motivation and also deprived the project of fresh ideas that could have improved performance. Also, a case study by Ruigrok et al. (2000) suggested a positive relationship between innovativeness and a “shared leadership” style characterized by frequent consultation. Shared leadership enhanced people’s involvement and motivation to generate ideas and to strive for successful implementation.
4.6 Delegating
Extensive delegation was part of most interviewees’ leadership style. In both groups, respondents tried to provide subordinates with sufficient autonomy to ensure high-quality work results. One responding manager even spontaneously connected delegation to innovative behaviour:
As soon as we
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