Behaving with style: investigating the influence of decision-making styles on the innovative work behavior of managers

Abstract

PurposeThis paper explores the relationship between managers’ decision-making style (DMS) and innovative work behavior (IWB). Our study addresses a notable gap in existing research, as the relationship between DMS and IWB has been unexplored.Design/methodology/approachWe rely on data from a sample of managers from diverse companies in Kosovo to test our hypotheses. We use structural equation modeling for data analysis, and as a complementary test, we perform a necessary condition analysis.FindingsManagers who adopt rational and intuitive decision-making styles tend to demonstrate higher IWB, whereas those who favor dependent, avoiding or spontaneous decision-making styles behave less innovatively. Rational style is a necessary but not sufficient condition for IWB of managers.Practical implicationsThe innovative work behavior of managers is significantly influenced by their decision-making style. Based on this relationship, our research can contribute to decision-making training, personnel selection and development, career planning and organizational innovation initiatives.Originality/valueOur study is the first to investigate the relationship between decision-making styles and innovative work behavior with a sample of managers. Furthermore, it is the first study to investigate the stylistic determinants of the innovative work behavior of managers in a non-Western context.