european journal of social sciences issn: 1450-2267 - EuroJournals
european journal of social sciences issn: 1450-2267 - EuroJournals
european journal of social sciences issn: 1450-2267 - EuroJournals
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European Journal <strong>of</strong> Social Sciences – Volume 5, Number 3 (2007)<br />
From the final model in Figure 2, it can be seen that there is significant correlation between<br />
leader- member exchange and the individual's perception <strong>of</strong> dimensions <strong>of</strong> climate as supportive <strong>of</strong><br />
innovation. This means that we can accept Hypothesis 1 that is "The quality <strong>of</strong> leader-member<br />
exchange between an individual and Leader role expectancy was found to be significantly related to<br />
innovative behavior . This means that Hypothesis 8 that is "The degree to which a supervisor expects a<br />
subordinate to be innovative is positively related to the subordinates innovative behavior" is accepted.<br />
Both systematic and intuitive problem - solving style was found to be positively related to<br />
innovative behavior though intuitive problem-solving style had a higher correlation. This implies that<br />
both Hypothesis 9 which states that "The degree to which an individual's problem -solving style is<br />
systematic is negatively related to his or her innovative behavior" is rejected while Hypothesis 10<br />
which states that "the degree to which an individual's problem solving style is intuitive is positively<br />
related to his or her innovative behavior" is accepted.<br />
Support for innovation and resource supply make up dimensions <strong>of</strong> the perceived psychological<br />
climate which is supportive <strong>of</strong> innovation. The results show that while there was significant positive<br />
correlation between resource supply and innovative behavior, the relationship between support for<br />
innovation and innovative behavior was found to be not significant. This means that Hypothesis 11<br />
"The degree to which individuals perceive dimensions <strong>of</strong> the organizational climate as supportive <strong>of</strong><br />
innovation is positively related to innovative behavior" can only be accepted.<br />
Significant Predictors Of Individual Innovative Behavior In The Workplace<br />
When multiple regression analysis was carried out with the variables which correlated significantly<br />
with innovative behavior , the results in Table 6 show that the five variables <strong>of</strong> leader-member<br />
exchange, leader role expectation, intuitive problem solving style , systematic problem-solving style<br />
and resource supply together explained 51 percent <strong>of</strong> the innovative behavior <strong>of</strong> the respondents. This<br />
implies that there are other predictor variables <strong>of</strong> innovative behavior in the workplace which have not<br />
been included in this study.<br />
Table 6: Simple Multiple Regression Analysis for Predictors <strong>of</strong> Innovative Behavior<br />
Dependent Variable: Innovative Behavior<br />
Variable in Equation B Beta t p<br />
Leader Role Expectation 1.22 0.39 2.56 0.02<br />
leader-Member Exchange 0.23 0.38 1.89 0.06<br />
Intuitive Problem-Solving Style 0.26 0.09 0.51 0.62<br />
Resource Supply 0.02 0.03 0.15 0.88<br />
Systematic Problem-Solving Style 0.11 0.02 0.13 0.89<br />
(Constant) 10.85 3.54 0.00 15<br />
Multiple R = 0.72 R 2 = 0.51<br />
Adjusted R = 0.42 F(5,26) =5.46 Significant F = 0.0014<br />
Table 7 presents the results <strong>of</strong> Stepwise Regression Analysis carried out to determine the<br />
significant predictors <strong>of</strong> innovative behavior in the work place. Again the predictor variables used were<br />
leader-member exchange, leader role expectation, problem solving style and the variables related to<br />
perceived psychological climate (support for innovation and resource supply) with innovative behavior<br />
as the dependent variable The results show that that are two significant predictors <strong>of</strong> innovative<br />
behavior in the workplace. They are the quality <strong>of</strong> the leader -member relationship (t = 43.07, p < 0.05)<br />
and leader role expectation (t = 2.79, p < 0.05). Leader-member exchange was found to explain 37<br />
percent <strong>of</strong> individual innovative behavior while leader role expectation was found to explain 13 percent<br />
<strong>of</strong> individual innovative behavior. Therefore together they explained 50 percent <strong>of</strong> the variation in<br />
innovative behavior in the workplace.<br />
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