The effect of leadership relationships on organizational innovativeness: comparison between bureaucratic and creative organizations

Raminta Pučėtaitė,Laura Markūnaitė,Aurelija Novelskaitė

doi:10.15388/st.2014.23076

Abstract

The paper presents empirical findings of a study on the impact of leadership relationship on different forms of organizational innovativeness in bureaucratic and creative public sector organizations. The data were collected by a questionnaire survey (respectively, n=747 and n=225) in Lithuania in 2013-2014. The results of linear regression analysis indicate a tendency of a stronger effect of leadership relationship on all forms of organizational innovativeness in creative organizations.

Highlights

Considering business globalization and high competition among companies producing similar products and providing similar services at similar prices, some authors highlight relationships within the companies as a cost-cutting and creativityfostering phenomenon (Zanini, 2007)
In this paper we attempt to broaden empirical knowledge about the impact of the leader-member exchange on organizational innovativeness in public sector organizations. In this respect we look back on our previous research (Pučėtaitė and Novelskaitė, 2014), which shows that the quality of leadership relationships has an effect on organizational innovativeness in a public sector organization
The descriptive statistics (Table 2) show that the highest evaluations of all variables were found in the bureaucratic organization, and the lowest ones in the semi-creative organizations

Summary

Introduction

Considering business globalization and high competition among companies producing similar products and providing similar services at similar prices, some authors highlight relationships within the companies as a cost-cutting and creativityfostering phenomenon (Zanini, 2007). High-quality relationships within organizations have been found to contribute to positive employee outcomes such as work well-being, job engagement, and organizational commitment (Bakker and Schaufeli, 2008; Cameron, Dutton and Quinn, 2003) which can eventually result in higher levels of creativity, autonomy, experimentation and lead to innovation development (Bakker and Demerouti, 2008; Bhatnagar, 2012), which is crucial under the conditions of hyper competition. In this respect, leadership behaviour is of particular importance. Innovations and their development processes in public sector organizations have received attention from a number of Lithuanian scholars (Bučinskas, Raipa, Giedraitytė, 2012; Domarkas and Juknevičienė, 2010; Giedraitytė and Raipa, 2012; Martinaitis and Nakrošis, 2008), leadership relationships as antecedents to organizational innovativeness have been scarcely studied empirically

Objectives

Results

Conclusion