Full-range Leadership to Promote the Effect of High Performance Work Systems on Innovation

Abstract

Findings of a positive relationship between high performance work systems (HPWSs) and organizational performance indicate that an investment in a set of well-configured HR practices can promote strategic organizational goals. However, recent strategic human resource management (SHRM) research indicates that the positive link between HPWSs and performance might not hold universally across organizations because of poor implementation of the adopted HR systems. Drawing on the full-range leadership theory, we address this implementation problem by focusing on the moderating effect of frontline managers’ three leadership styles on the association between HPWSs and employees’ perceived support for innovation. Data collected from 429 employees of 66 work teams in 14 firms in Mainland China showed that some leadership styles had significant moderating effects on that association and, subsequently, on team effectiveness. The findings contribute to the SHRM literature by demonstrating the importance of frontline managers’ leadership styles for the effective implementation of HPWSs to promote organizational innovation and team effectiveness.