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
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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In the citing paper
“The limited empirical research in this area supports the presence of a relationship between general leadership ability and implementation of innovative practices (Michaelis, Stegmaier, & Sonntag, 2010), but focuses less on identifying characteristics of leadership across levels.”
From The Roles of System and Organizational Leadership in System-Wide Evidence-Based Intervention Sustainment: A Mixed-Method Study (2016) · cites this paper as Michaelis, Stegmaier, & Sonntag, 2010
In the citing paper
“For example, transformational leadership (i.e., the degree to which a leader can inspire and motivate others; (Bass & Avolio, 1995) may predict employees’ reported use of an innovative practice being implemented in their organization (Michaelis, Stegmaier, & Sonntag, 2009; Michaelis et al., 2010).”
From The Roles of System and Organizational Leadership in System-Wide Evidence-Based Intervention Sustainment: A Mixed-Method Study (2016) · cites this paper as Michaelis et al., 2010
Citations
Cites
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Research works printed but not linked: 5
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Cited by
Sorted by citations
Organizational Climate and Culture
Schneider, B., Ehrhart, M. G., & Macey, W. H. (2012) · Annual Review of Psychology · doi:10.1146/annurev-psych-113011-143809 · Cited by 1,973
“…et al. 2005), empowerment climate (Chen et al. 2007, Seibert et al. 2004), voice climate (Morrison et al. 2011), and climate for initiative (Baer & Frese 2003, Michaelis et al. 2010 to suggest that any and all organizational processes might be usefully studied and understood through a climate lens.”
The Measurement of Entrepreneurial Orientation
Covin, J. G., & Wales, W. J. (2011) · Entrepreneurship Theory and Practice · doi:10.1111/j.1540-6520.2010.00432.x · Cited by 1,150
Entrepreneurial Orientation Theory and Research: Reflections on a Needed Construct
Covin, J. G., & Lumpkin, G. T. (2011) · Entrepreneurship Theory and Practice · doi:10.1111/j.1540-6520.2011.00482.x · Cited by 1,136
Aarons, G. A., Ehrhart, M. G., & Farahnak, L. R. (2014) · Implementation Science · doi:10.1186/1748-5908-9-45 · Cited by 559
Employees' attitudes toward organizational change: A literature review
Choi, M. (2011) · Human Resource Management · doi:10.1002/hrm.20434 · Cited by 520
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)
- 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
- 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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