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The impact of transformational leadership style on innovation as perceived by public employees in Jordan

The impact of transformational leadership style on innovation as perceived by public employees in... Purpose – The purpose of this empirical study is to provide a deeper understanding of how transformational leadership relates to followers' innovative behavior in the Jordanian public sector. Design/methodology/approach – Perceptual data were collected from 358 employees working in different public sector organizations located in the Northern region of Jordan. Findings – Results demonstrate that transformational leadership accounted for 47 percent in the variation of followers' innovative behavior in the Jordanian public sector. Additionally, the findings showed that place of work variable had significant impact on the attitudes of the respondents toward the transformational leadership behavior of their managers and their innovative behavior. Practical implications – Organizations should invest in transformational leadership training and in the selection of supervisors with this leadership style before initiating the implementation of innovations. Originality/value – The paper is one of the first to investigate the relationship between transformational leadership and followers' innovative behavior in developing countries. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Commerce and Management Emerald Publishing

The impact of transformational leadership style on innovation as perceived by public employees in Jordan

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References (76)

Publisher
Emerald Publishing
Copyright
Copyright © 2012 Emerald Group Publishing Limited. All rights reserved.
ISSN
1056-9219
DOI
10.1108/10569211211260283
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this empirical study is to provide a deeper understanding of how transformational leadership relates to followers' innovative behavior in the Jordanian public sector. Design/methodology/approach – Perceptual data were collected from 358 employees working in different public sector organizations located in the Northern region of Jordan. Findings – Results demonstrate that transformational leadership accounted for 47 percent in the variation of followers' innovative behavior in the Jordanian public sector. Additionally, the findings showed that place of work variable had significant impact on the attitudes of the respondents toward the transformational leadership behavior of their managers and their innovative behavior. Practical implications – Organizations should invest in transformational leadership training and in the selection of supervisors with this leadership style before initiating the implementation of innovations. Originality/value – The paper is one of the first to investigate the relationship between transformational leadership and followers' innovative behavior in developing countries.

Journal

International Journal of Commerce and ManagementEmerald Publishing

Published: Aug 31, 2012

Keywords: Transformational leadership; Innovative behavior; Public sector; Innovation; Jordan; Developing countries

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