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Self-leadership skills and innovative behavior at work
Graduate School of Business Administration and Department of Political Science, Bar-Ilan University, Ramat-Gan, Israel, and
Ravit Meitar and Jacob Weisberg
Graduate School of Business Administration, Bar-Ilan University, Ramat-Gan, Israel Abstract
Purpose – The purpose of this study is to examine the relationship between self-leadership skills and innovative behaviors at work. Design/methodology/approach – The study’s participants were employees and their supervisors, working in six organizations in Israel. Data were collected through structured surveys administered to the employees and their supervisors. A total of 175 matched questionnaires were returned. Path analysis, using AMOS program, was conducted to assess the research model. Findings – The results indicate that the three-dimensional scale of self-leadership skills is positively associated with both self and supervisor ratings of innovative behaviors. The ﬁndings also show that income and job tenure are signiﬁcantly related to innovative behaviors at work. Practical implications – Organizations that seek ways in which to foster innovative behaviors in their employees, need to recognize the importance of building up self-leaders who can successfully meet the required expectations and standards of innovative behavior. Originality/value – This research suggests ways for organizations to enhance their innovativeness through employees who possess high self-leadership skills and receive appropriate extrinsic rewards for their leadership skills and innovative behaviors. Keywords Innovation, Shared leadership, Leadership, Employee behaviour, Israel Paper type Research paper
1. Introduction Up until now, leadership scholars and practitioners have mainly focused on the person heading the team or organization, and her or his relationship with followers. This approach emphasizes a vertical inﬂuence-related process (i.e. top-down) in which subordinates are controlled, inﬂuenced and managed by a single individual leader. Over many decades, this was the prevalent paradigm in the leadership ﬁeld (Pearce and Conger, 2003, p. 1). An emergent approach suggests that leadership is an activity that can be shared or distributed among members of a group or organization (Pearce and Conger, 2003, p. 2). This opens up new lines of thinking about informal leadership ¨fer, 2003) in organizations where people are empowered to make (Fletcher and Kau decisions concerning their own tasks at work and implement them (Conger and Kanungo, 1988). The authors wish to thank the Editors and the anonymous reviewers of this journal for their helpful comments and suggestions.
International Journal of Manpower Vol. 27 No. 1, 2006 pp. 75-90 q Emerald Group Publishing Limited 0143-7720 DOI 10.1108/01437720610652853
For organizations that compete in turbulent and uncertain environments, innovation – developing, carrying, reacting to, and modiﬁcations of ideas (Van de Ven, 1986) – becomes a critical engine for growth, prosperity and viability. Globalization generates intense competition in both resource- and product-market activities. Organizations compete over intangible assets such as human resources (see Gardner, 2005) and advantageous positions in the product market by speeding up the development of new quality (high-performance) products (Brown and Eisenhardt, 1995; Clark and Fujimoto, 1991; Kessler and Chakrabarti, 1996). Individuals’ innovative behaviors in the workplace are the foundation of any high-performance organization; and thus, “the study of what motivates or enables individual innovative behavior is critical” (Scott and Bruce, 1994, p. 580). In this study, we focus on the self-leadership skills that affect innovative behaviors at work. We suggest an...
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