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

The DOI matches its Crossref record; 81 of the 84 references it cites were found in a registry or an index.

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.

Overview

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Crossref · 10.1108/02683941011035304

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81 of 81 references verified0 citation errors · 0 not checkable

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Citations

Cites

Research works printed but not linked: 5

  1. Bass, B.M. (1985), Leadership and Performance beyond Expectation, Free Press, New York, NY.
  2. Beyer, J.M. and Trice, H.M. (1978), Implementing Change, Free Press, New York, NY.
  3. House, R.J. and Javidan, M. (2004), “Overview of GLOBE”, in House, R.J., Hanges, P.J., Javidan, M., Dorfman, P.W. and Gupta, V. (Eds), Culture, Leadership, and Organizations. The GLOBE Study of 62 Societies, Sage, Thousand Oaks, CA, pp. 9‐28.
  4. House, R.J. and Mitchell, T.R. (1974), “Path‐goal theory of leadership”, Journal of Contemporary Business, Vol. 3 No. 4, pp. 81‐97.
  5. Klein, K.J. and Ralls, R.S. (1995), “The organizational dynamics of computerized technology implementation: a review of the empirical literature”, in Gomez‐Mejia, L.R. and Lawless, M.W. (Eds), Implementation Management of High Technology, JAI Press, Greenwich, CT, pp. 31‐79.

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Metadata

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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