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The impact of leadership influence tactics and employee openness toward others on innovation performance

27.10.2017Comments are closed.

Keywords:

Leadership influence tactics;
employee openness toward others;
innovation performance;
multilevel analysis

Author(s):

  • Kaja Rangus, PhD, University of Ljubljana, Faculty of Economics,
  • Matej Černe, PhD, University of Ljubljana, Faculty of Economics

Abstract:

Despite the vital importance of leadership, employees, and their social interactions in the open-innovation process, there is scarce evidence on the influence and connectedness of different sub-firm levels related to open innovation. The aim of this study is to explore the influence of leadership influence tactics and employee openness toward others on innovation performance at the individual and team levels. We applied a multilevel analysis on a sample of 85 employees and their 15 direct supervisors/team leaders. We find that leaders’ building open-innovation coalitions exhibits a positive cross-level relationship with employee openness toward others and individual-level innovative behavior, and also moderates the link between the latter two constructs. Additionally, the leaders’ building open-innovation coalitions variable is positively related to the team-level scope of innovations and the team-level innovation implementation phase.

Journal:

R&D management, Online Version 21 September 2017

Indexing:

Impact Factor: 2.444 ISI Journal Citation Reports © Ranking: 2016: 48/121 (Business); 65/194 (Management)

 

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