MUST HAVE OR NICE TO HAVE? NECESSARY LEADERSHIP COMPETENCIES TO ENABLE EMPLOYEES’ INNOVATIVE BEHAVIOUR

IF 1.3 Q3 MANAGEMENT

International Journal of Innovation Management Pub Date : 2023-04-11 DOI:10.1142/s1363919622500700

Jennifer Liehr, S. Hauff

{"title":"MUST HAVE OR NICE TO HAVE? NECESSARY LEADERSHIP COMPETENCIES TO ENABLE EMPLOYEES’ INNOVATIVE BEHAVIOUR","authors":"Jennifer Liehr, S. Hauff","doi":"10.1142/s1363919622500700","DOIUrl":null,"url":null,"abstract":"Encouraging employees’ innovative behaviour (EIB) is one of the most important leadership tasks and numerous studies have examined the relationships between leadership and EIB. However, the research field is highly fragmented and does not provide a clear answer as to which leadership competencies are actually crucial for EIB. To address this issue, we use a qualitative content analysis to examine which leadership competencies are characterised in the literature as necessary for EIB. In doing so, we also turn away from broad leadership styles and adopt a behavioural-focussed competency approach. The results show that only a very small number of the many leadership competencies that seem to support EIB are considered necessary prerequisites for EIB. Based on the results, we present seven theoretical propositions and a concise model of leadership competencies necessary for EIB. In particular, we propose that the leadership competencies of providing support, communicating a vision, granting autonomy and discretion, and providing feedback are necessary conditions to enable EIB.","PeriodicalId":47711,"journal":{"name":"International Journal of Innovation Management","volume":" ","pages":""},"PeriodicalIF":1.3000,"publicationDate":"2023-04-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":null,"platform":"Semanticscholar","paperid":null,"PeriodicalName":"International Journal of Innovation Management","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.1142/s1363919622500700","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q3","JCRName":"MANAGEMENT","Score":null,"Total":0}

引用次数: 0

Abstract

Encouraging employees’ innovative behaviour (EIB) is one of the most important leadership tasks and numerous studies have examined the relationships between leadership and EIB. However, the research field is highly fragmented and does not provide a clear answer as to which leadership competencies are actually crucial for EIB. To address this issue, we use a qualitative content analysis to examine which leadership competencies are characterised in the literature as necessary for EIB. In doing so, we also turn away from broad leadership styles and adopt a behavioural-focussed competency approach. The results show that only a very small number of the many leadership competencies that seem to support EIB are considered necessary prerequisites for EIB. Based on the results, we present seven theoretical propositions and a concise model of leadership competencies necessary for EIB. In particular, we propose that the leadership competencies of providing support, communicating a vision, granting autonomy and discretion, and providing feedback are necessary conditions to enable EIB.

查看原文本刊更多论文

必须要还是很好要？实现员工创新行为的必要领导能力

鼓励员工的创新行为(EIB)是最重要的领导任务之一，许多研究已经检查了领导和EIB之间的关系。然而，该研究领域是高度分散的，并没有提供一个明确的答案，即哪些领导能力实际上对欧洲投资银行至关重要。为了解决这个问题，我们使用定性内容分析来检查哪些领导能力在文献中被描述为欧洲投资银行所必需的。在此过程中，我们也摒弃了宽泛的领导风格，采用了以行为为中心的能力方法。结果表明，在众多似乎支持EIB的领导能力中，只有极少数被认为是EIB的必要先决条件。基于研究结果，我们提出了七个理论命题和一个简明的EIB领导能力模型。特别是，我们建议提供支持、沟通愿景、授予自主权和自由裁量权以及提供反馈的领导能力是实现EIB的必要条件。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

求助全文

约1分钟内获得全文求助全文

来源期刊

International Journal of Innovation Management MANAGEMENT-

CiteScore

3.70

自引率

14.30%

发文量

期刊介绍： The International Journal of Innovation (IJIM) is the official journal of the International Society of Professional Innovation Management (ISPIM). Both the IJIM and ISPIM adopt a multi-disciplinary approach to addressing the many challenges of managing innovation, rather than a narrow focus on a single aspect such as technology, R&D or new product development. Both are also international, inclusive & practical, and encourage active interaction between academics, managers and consultants.