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 />
Table 7: Stepwise Multiple Regression : Predictors <strong>of</strong> Innovative Behavior<br />
Dependent Variable : Innovative Behavior<br />
Variable in the equation R 2 +R 2 Beta t p<br />
Leader-Member Exchange 0.37 0.61 3.07 0.0046<br />
Leader Role Expectation 0.50 0.13 0.40 2.80 0.0091<br />
(Constant) 5.02 0.0000<br />
Multiple R = 0.71 R 2 = 0.50<br />
Adjusted R Square = 0.47 F(2,29) = 14.69 Significant F = 0.0000<br />
Discussion<br />
In this study a model was developed in which leadership (leader-member exchange and leader role<br />
expectation) and individual attributes (demographic variables, systematic problem-solving style and<br />
intuitive problem-solving style) were hypothesized to affect individual innovative behavior\r directly<br />
and indirectly, through climate perception. It was found that leader-member exchange and leader role<br />
expectation to be significant predictors <strong>of</strong> individual innovative behavior in the workplace and the<br />
hypothesized model explained about 51 percent <strong>of</strong> the variation in innovative behavior. Among the<br />
significant predictors, leader-member exchange explained about 37 percent <strong>of</strong> the variation in<br />
innovative behavior while leader role expectation explained 13 percent <strong>of</strong> variation in innovative<br />
behavior. These two variables explained about 50 percent <strong>of</strong> the total variation in individual innovative<br />
behavior in the workplace.<br />
Thus the study provided evidence that innovative behavior is related to the quality <strong>of</strong> the leader<br />
subordinate relationship. The reason according to Graen and Scandura (1987) is that high quality dyad<br />
relationship may give the subordinates the levels <strong>of</strong> autonomy and discretion necessary for innovation<br />
to emerge. The findings also suggest that individuals generalize their relationship with their supervisor<br />
to their organization. In this study individuals who reported having relationships with their supervisor<br />
that was characterized by high levels <strong>of</strong> support, trust and autonomy also perceived the organization to<br />
be supportive <strong>of</strong> innovation and considered the resource supply to be high.<br />
The finding that the role expectation <strong>of</strong> the leader influenced individual innovative behavior<br />
gives support for the Pygmalion effect (Livingston, 1989) and suggests that it holds true in the context<br />
<strong>of</strong> innovation. Another interesting finding was that resource supply mediated between leader role<br />
expectation and intuitive problem¬ solving style with innovative behavior. This together with lack <strong>of</strong><br />
significant relationship between leader role expectation and problem-solving style with support for<br />
innovation implies that resource supply in terms <strong>of</strong> time, resources and assistance is essential for<br />
individuals to exhibit innovative behavior.<br />
Resource supply was also found to mediate between support for innovation and innovative<br />
behavior. This suggests that perceiving the organization as being supportive <strong>of</strong> innovation is not<br />
enough (the relationship between support for innovation and innovative behavior was not significant).<br />
There must be adequate resource supply for innovative behavior to occur.<br />
Both systematic problem-solving style and intuitive problem-solving style was found to be<br />
significantly related to innovative behavior. This suggests that individuals use different problemsolving<br />
styles at different times with different tasks.<br />
In conclusion, the study shows that among the variables studied, the most important predictors<br />
<strong>of</strong> innovative behavior in the workplace is leadership (explains 50 % <strong>of</strong> the variation in innovative<br />
behavior). In this study leadership is made up two dimensions.(leader-member exchange and leader<br />
role expectation). High quality leader ¬subordinate relation contributed substantially (37 %) to the<br />
variation in individual innovative behavior followed by leader role expectation (13 %).<br />
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