Impact of participative leadership on employee innovation behaviour in multinational enterprises
DOI:
https://doi.org/10.32015/JIBM.2023.15.1.9Keywords:
participative leadership, employee, participation, leadership, organizationAbstract
Examining the behaviour of organizational leaders across all levels is essential for the organization's growth. In the context of multinational organizations, the purpose of this research is to examine the connection between participatory leadership and innovative employee behaviour as well as the moderating role of workplace culture in this relationship. 96 employees and their immediate supervisors from different industries were asked to participate in this study which were employed by multinational corporations via filling a questionnaire. SPSS was utilized to answer the research question and investigate the interactions. Despite the dominant autocratic management style in the North Macedonian business sector, leadership is considered a major asset in today's ever-changing environment. The findings suggest, when institutional complexity is high, it may be more difficult to adopt a participatory approach due to a greater gap between leaders and those below them. This study provides new insight into the existing literature on the topic. One of the practical contributions provided by this research is the examining how participatory leadership affects employees' creative behaviour and the moderating role of workplace culture in this relationship, the study also aims to offer new knowledge to the corpus of existing research, as well as to contribute to the knowledge of leadership and innovative employee behaviour in MNEs.
References
Akram, T., Lei, S., & Haider, M. J. (2016). The impact of relational leadership on employee innovative work behavior in IT industry of China. Arab Economic and Business Journal, 11(2), 153-161.
Amabile, T. M. (1998). How to kill creativity. Harvard Business Review, 76(5), 76-87.
Bass, B. M. (1985). Leadership and performance beyond expectations. Free Press.
Carmeli, A., Meitar, R., & Weisberg, J. (2009). Self-leadership skills and innovative behavior at work. International Journal of Manpower, 30(2), 159-176.
Bojadjiev, M., Kostovski, N., & Buldioska, K. (2015). Leadership styles in companies from Republic of Macedonia. Economic Development, 17(3), 211-222.
Chen, Y. F., & Tjosvold, D. (2006). Participative leadership by American and Chinese managers in China: The role of relationships. Journal of Management Studies, 43 (8), 1727-1752.
Den Hartog, D. N., Koopman, P. L., & Thierry, H. (2016). Leadership and employee well-being: An integrative review. Journal of Occupational Health Psychology, 21(2), 181-211.
Gumusluoglu, L. & Ilsev, A. (2006). Moderating Effects of Climate and External Support on Transformational Leadership and Technological Innovation: An Investigation in Creative Ventures in Turkey. PICMET, 898–907.
Fatima, Tasneem & Majeed, Mehwish & Saeed, Imran. (2017). Does Participative Leadership Promote Innovative Work Behavior: The Moderated Mediation Model. Business & Economic Review. 9. 141-158. 10.22547/BER/9.4.7.
Herscovitch, L., & Meyer, J. P. (2002). Commitment to organizational change: Extension of a three-component model. Journal of Applied Psychology, 87(3), 474
Janssen, O. (2004). How fairness perceptions make innovative behavior more or less stressful. Journal of Organizational Behavior, 25(2), 201-215.
Jiang, W., & Gu, Q. (2015). A moderated mediation examination of proactive personality on employee creativity. Journal of Organisational Change Management.
Kim, S. (2002). Participative management and job satisfaction: Lessons for management leadership. Public Administration Review, 62(2), 231-241
Kirkman, B. L., & Shapiro, D. L. (2001). The impact of cultural values on job satisfaction and organizational commitment in self-managing work teams: The mediating role of employee resistance. Academy of Management Journal, 44(3), 557-569.
Kostovski, N., Bojadjiev, M., & Buldioska, K. (2015). Leadership Styles in Companies from Republic of Macedonia. Economic Development, Journal of the Institute of Economics-Skopje. Vol. 17 (3), pp. 33-34, December 2015
Lam C. K., Huang X., Chan S. C. H. (2015). The threshold effect of participative leadership and the role of leader information sharing. Acad. Manage. J. 58 836–855. 10.5465/amj.2013.0427
Li, X., Chen, Y., Chen, L., & Huang, S. (2019). Participative leadership and employee innovative behavior: A moderated mediation model. Journal of Business Research, 102, 443-452.
Miao, Q., Newman, A., Schwarz, G., & Xu, L. (2013). Participative leadership and the organizational commitment of civil servants in China: the mediating effects of trust in supervisor. British Journal of Management, 24(S1).
Mumford, M. D., Scott, G. M., Gaddis, B., & Strange, J. M. (2002). Leading creative people: Orchestrating expertise and relationships. The Leadership Quarterly, 13(6), 705-750.
Ogbeide, G.A. & Harrington, R.J. (2011). The relationship among participative management style, strategy implementation success, and financial performance in the foodservice industry, International Journal of Contemporary Hospitality Management, 23 (6), 719-738.
Rafferty, A. E., & Restubog, S. L. D. (2010). The impact of change process and context on change reactions and turnover during a merger. Journal of Management, 36(5), 1309-1338.
Scott, S. G., & Bruce, R. A. (1994). Determinants of innovative behavior: A path model of individual innovation in the workplace. Academy of Management Journal, 37(3), 580-607.
Shin, Y., Kim, M. S., & Lee, K. (2017). Leader humility, team information sharing, and team performance: The mediating role of team psychological safety. Social Behavior and Personality: An International Journal, 45(5), 791-804.
Somech, A., & Wenderow, M. (2006). The impact of participative and directive leadership on teachers’ performance: The intervening effects of job structuring, decision domain, and leader-member exchange. Éducational Administration Quarterly, 42(5), 746-772
Wang, P., & Rode, J. C. (2010). Transformational leadership and follower creativity: The moderating effects of identification with leader and organisational climate. Human Relations, 63(8), 1105-1128.
Yan, J. (2011). An empirical examination of the interactive effects of goal orientation, participative leadership and task conflict on innovation in small business. Journal of Developmental Entrepreneurship, 16(3), 393-408.
Zhang, X., & Bartol, K. M. (2010). Linking empowering leadership and employee creativity: The influence of psychological empowerment, intrinsic motivation, and creative process engagement. Academy of Management Journal, 53(1), 107-128.
Downloads
Published
Issue
Section
License
The authors retain rights under the Creative Commons Attribution-ShareAlike 4.0 International CC BY-SA 4.0. Authors assign copyright or license the publication rights in their articles, including abstracts, to MIP=JIBM. This enables us to ensure full copyright protection and to disseminate the article, and of course MIP=JIBM, to the widest possible readership in electronic format. Authors are themselves responsible for obtaining permission to reproduce copyright material from other sources.
