Cited by 219Employee Performance and LeadershipJob Satisfaction and Organizational BehaviorOrganizational Change and Leadership

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Shedding light on followers' innovation implementation behavior: The role of transformational leadership, commitment to change, and climate for initiative

Michaelis, Björn, Stegmaier, Ralf, Sonntag, Karlheinz·2010·Journal of Managerial Psychology

DOI 10.1108/02683941011035304

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Abstract

Purpose: The purpose of this paper is to provide a deeper understanding of how transformational leadership relates to followers' innovation implementation behavior, the psychological mechanisms of this relationship, and the role of individual perceptions of climate for initiative. Design/methodology/approach: Perceptual data were collected from 198 employees in lower and middle management positions of a multinational automotive corporation. Relationships were tested using hierarchical regression analysis. Findings: Results demonstrate that transformational leadership was strongly related to followers' innovation implementation behavior and that the nature of this relationship was moderated by followers' levels of perceived climate for initiative. Additionally, commitment to change fully mediated the relationship between transformational leadership and followers' innovation implementation behavior. Research limitations/implications: The paper is based on a cross‐sectional design. A causal interpretation requires studies with experimental or longitudinal designs. Practical implications: Companies should invest in transformational leadership training and in the selection of supervisors with this leadership style before initiating the implementation of innovations. Enhancing contextual factors, such as a perceived climate for initiative, should be promoted by integrating them into organizations' reward systems. Originality/value: The paper is one of the first to investigate the relationship between transformational leadership and followers' innovation implementation behavior. It specifies the organizational contexts under which transformational leadership is most likely related to innovation implementation behavior, and those in which such a relationship is unlikely to occur.

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Aarons, G. A., Ehrhart, M. G., Farahnak, L. R., & Sklar, M. (2014) · UKnowledge (University of Kentucky) · doi:10.13023/fphssr.0304.03 · Cited by 26
“Transformational leadership is associated with the success of implementation efforts (9), in supporting positive attitudes toward EBP in statewide system change efforts and has been particularly important for ameliorating the negative impact of organizational stress during large-scale health care system reform (4).”
Background
Leading for the long haul: a mixed-method evaluation of the Sustainment Leadership Scale (SLS)
Ehrhart, M. G., Torres, E. M., Green, A. E., Trott, E. M., Willging, C. E., Moullin, J. C., & Aarons, G. A. (2018) · Implementation Science · doi:10.1186/s13012-018-0710-4 · Cited by 28
Followers’ Motives as Moderators of the Effects of Transformational Leadership Behaviors on Follower Outcomes and Leaders’ Influence
Kehr, H. M., Graff, D., & Bakaç, C. (2022) · Journal of Business and Psychology · doi:10.1007/s10869-022-09826-y · Cited by 31
How Intellectual Stimulation Effects Knowledge Sharing, Innovation and Firm Performance
Fauji, F., & Utami, M. M. (2013) · International Journal of Social Science and Humanity · doi:10.7763/ijssh.2013.v3.274 · Cited by 25
“Transformational leadership is closely linked to the behaviour of employees in the implementation of innovation [1].”
Background
Formation of civil servants' creativity through transformative leadership
Awang, A. H., Haron, M., Rela, I. Z., & Saad, S. (2020) · Journal of Management Development · doi:10.1108/jmd-04-2019-0142 · Cited by 25
The Impact of Transformational Leadership on Organizational Commitment and Intention to Stay: Empirical Evidence From China’s Performing Arts Industry
Xu, H., Wang, Z., Lian, N., Khan, A., & Zhang, L. (2022) · Frontiers in Psychology · doi:10.3389/fpsyg.2022.874803 · Cited by 34
When the fire dies: Perceived success and support for innovation shape the motivating potential of innovative work behaviour
Devloo, T., Anseel, F., Beuckelaer, A. D., & Feys, M. (2016) · European Journal of Work and Organizational Psychology · doi:10.1080/1359432x.2016.1182157 · Cited by 27
Managing engagement in an emerging economy service
Rabbanee, F. K., Haque, M. M., Banik, S., & Islam, M. M. (2019) · Journal of Service Theory and Practice · doi:10.1108/jstp-12-2018-0276 · Cited by 27
Does transformational leadership matter for innovation in banks? The mediating role of knowledge sharing
Chaar, S., & Easa, N. F. (2020) · International Journal of Disruptive Innovation in Government · doi:10.1108/ijdig-04-2020-0002 · Cited by 32
Fostering strategic entrepreneurship of SMEs: the role of organisational change forces
Dung, L. T. (2023) · Management Decision · doi:10.1108/md-08-2021-1024 · Cited by 23
Supporting the Change to Digitalized Production Environments Through Learning Organization Development
Fischer, C., & Pöhler, A. (2017) · Professional and practice-based learning · doi:10.1007/978-3-319-63257-5_10 · Cited by 23
Factors that influence evidence-based program sustainment for family support providers in child protection services in disadvantaged communities
Hodge, L. M., Turner, K., Sanders, M. R., & Forster, M. (2017) · Child Abuse & Neglect · doi:10.1016/j.chiabu.2017.05.017 · Cited by 22
The Influence of Perceived Organizational Support on Teachers’ Job Satisfaction: The Mediating Roles of Climate for Initiative and Climate for Psychological Safety
Kurt, T., & Duyar, İ. (2023) · Participatory Educational Research · doi:10.17275/per.23.34.10.2 · Cited by 24
Socially Responsible Human Resource Management and Voluntary Environmental Behavior: Moderating the Effect of Ecocentric Leadership
Mawlana Bhashani Science and Technology University, Al-Amin, M., Akter, R., Rangamati Science and Technology University, Akter, A., University of Chittagong, Uddin, M. A., University of Chittagong, Mamun, A. A., & University of Chittagong (2021) · Central European Management Journal · doi:10.7206/cemj.2658-0845.49 · Cited by 20
“This finding agrees with the study of Michaelis et al. (2010), who also found that overreliance on external influences on VEB should be kept to a minimum.”
BackgroundResult
Exploratory Factor Analysis of User’s Compliance Behaviour towards Health Information System’s Security
Humaidi, N. (2013) · Journal of Health & Medical Informatics · doi:10.4172/2157-7420.1000123 · Cited by 23
“Leaders are able to lead their followers in the organization through disciplines and motivate them to give full commitment in terms of practicing information security behaviour [53].”
Background
Commitment to organizational change in a Chinese context
Jing, R., Xie, J. L., & Ning, J. (2014) · Journal of Managerial Psychology · doi:10.1108/jmp-08-2011-0042 · Cited by 21
School of Information Systems
Aitken, A. M. (2014) · Cited by 20
Leading wellness in healthcare: A qualitative study of leadership practices for wellness in hospital settings
Allan, J., Olcoń, K., Everingham, R., Fox, M., Pai, P., Mackay, M., & Keevers, L. (2023) · PLoS ONE · doi:10.1371/journal.pone.0285103 · Cited by 19
Commitment to change
Feng, C., Robin, M., Fan, L., & Huang, X. (2019) · Personnel Review · doi:10.1108/pr-05-2018-0163 · Cited by 26
Climate for Personal Initiative and Radical and Incremental Innovation in Firms: A Validation Study
Fischer, S., Fresé, M., Mertins, J. C., Hardt, J. V., Flock, T., Schauder, J., Schmitz, M., & Wiegel, J. (2014) · Journal of Enterprising Culture · doi:10.1142/s0218495814500046 · Cited by 19
“, 2012), and innovation implementation behavior (Michaelis et al., 2010).”
BackgroundMethod
Leadership Styles as Predictors of Job Involvement in Teachers
Rana, S. S., Malik, N. I., & Hussain, R. Y. (2016) · Pakistan Journal of Psychological Research · Cited by 18
The power of balance: interplay effects of exploitative leadership style, work–family balance and family-friendly workplace practices on innovation implementation
Costa, G. G., Aleksić, D., & Bortoluzzi, G. (2021) · European Journal of Innovation Management · doi:10.1108/ejim-12-2020-0488 · Cited by 16
Care team and practice-level implementation strategies to optimize pediatric collaborative care: study protocol for a cluster-randomized hybrid type III trial
Kolko, D. J., McGuier, E. A., Turchi, R. M., Thompson, E., Iyengar, S., Smith, S. N., Hoagwood, K., Liebrecht, C., Bennett, I. M., Powell, B. J., et al. (2022) · Implementation Science · doi:10.1186/s13012-022-01195-7 · Cited by 16
Differences in implementation of family focused practice in hospitals: a cross-sectional study
Skogøy, B. E., Maybery, D. J., Ruud, T., Sørgaard, K. W., Peck, G. C., Kufås, E., Stavnes, K. A., Thorsen, E., & Ogden, T. (2018) · International Journal of Mental Health Systems · doi:10.1186/s13033-018-0256-5 · Cited by 17
Effect of organizational identification on organizational innovativeness in universities and higher education institutions of Iran, mediated by risk-taking capability
Khorshid, S., & Mehdiabadi, A. (2020) · European Journal of Innovation Management · doi:10.1108/ejim-04-2019-0094 · Cited by 12
How do iLead? Validation of a scale measuring active and passive implementation leadership in Swedish healthcare
Mosson, R., Schwarz, U. V. T., Hasson, H., Lundmark, R., & Richter, A. (2018) · BMJ Open · doi:10.1136/bmjopen-2018-021992 · Cited by 17
“Research has demonstrated the relevance of implementation climate for the association between transformational leadership and employees’ commitment to change.(35) Moreover, active leadership may also promote a positive implementation climate,(52) 53 and thus influence implementation success.”
Individual Readiness for Change and Affective Commitment to Change: The Mediation Effect of Technology Readiness on Public Sector
Mahendrati, H. A., & Mangundjaya, W. L. (2020) · Proceedings of the 3rd Forum in Research, Science, and Technology (FIRST 2019) · doi:10.2991/assehr.k.200407.010 · Cited by 15
“Michaelis, Steigmaier, and Sonntag [12] found that individuals with a high level of readiness to accept significant change tend to be more involved in innovative work behavior.”
BackgroundInfluential
Advancing clinical leadership to improve the implementation of evidence-based practice in surgery: a longitudinal mixed-method study protocol
Grove, A., Clarke, A., Currie, G., Metcalfe, A. J., Pope, C. J., & Seers, K. (2020) · Implementation Science · doi:10.1186/s13012-020-01063-2 · Cited by 15

Authors: Michaelis, B., Stegmaier, R., & Sonntag, K.
Affiliations: Heidelberg University (DE)
Venue: Journal of Managerial Psychology
Publisher: Emerald
Published: 2010-05-04
Volume: 25
Issue: 4
Pages: 408-429
ISSN: 0268-3946 (ISSN-L)
DOI: 10.1108/02683941011035304
OpenAlex: W1557448323
Cited by: 219
References: 84
Citations by year: 2026: 5 · 2025: 13 · 2024: 9 · 2023: 14 · 2022: 10 · 2021: 18 · 2020: 19 · 2019: 18 · 2018: 12 · 2017: 21 · 2016: 22 · 2015: 9 · 2014: 18 · 2013: 13 · 2012: 9
FWCI: 19.49
Type: journal article
Language: en
Open access: closed
Licence: www.emerald.com/insight/site-policies (tdm)
Locations: Journal of Managerial Psychology (publishedVersion)
Library Osnabrück University (Hochschule Osnabrück) (submittedVersion)
Topics: Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Employee Performance and Leadership
Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Job Satisfaction and Organizational Behavior
Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Organizational Change and Leadership
Keywords: transformational leadership, commitment to change, followers, reward systems, automotive industry, middle managers

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Shedding light on followers' innovation implementation behavior: The role of transformational leadership, commitment to change, and climate for initiative

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