Abstract
Leadership stains affect the follower’s performances regarding innovative work behavior, and a gap is found in leadership research in higher education, specifically in Pakistan. The basic purpose of this research is to point out the effect of leadership styles on innovative work behavior under the mediating and moderating roles of organizational culture and organizational citizenship behavior among the Head of the Departments (HODs) in higher education institutions (HEIs). A survey method has been carried out to collect data from 160 respondents to, further, verify how leadership styles of academic leaders affect employees’ performances in universities. The statistical study exposes a substantial positive effect of leadership styles on innovative work behaviors of employees highlighting mediating and moderating effects of organizational culture and OCB on such a relationship. This study carries various implications for prior research in both theoretical and practical fields, and its scope may also be enlarged, geographically or institutionally, to another context. This research uncovers the relationship of leadership styles and innovative work behavior in academic research, which has been ignored before in higher education of Pakistan.
Highlights
In the previous decade, the interest of academicians increased day by day to explore the topic of leadership in higher education, to cope with the changes occurring in technology, globalization, and work innovative practices, worldwide, in different sectors and in higher education
The current study aims to investigate the different styles of leadership, such as transformational, transactional, and laissez-faire, established on Full Range Theory of leadership, social exchange, and leader–member exchange theories in the prediction of innovative work behavior under the mediating and moderating roles of organizational culture and organizational citizenship behavior
The impact of transformational and transactional leadership on innovative work behavior have been investigated under the mediating role of organizational culture and moderating effect of OCB
Summary
The interest of academicians increased day by day to explore the topic of leadership in higher education, to cope with the changes occurring in technology, globalization, and work innovative practices, worldwide, in different sectors and in higher education. The current study aims to investigate the different styles of leadership, such as transformational, transactional, and laissez-faire, established on Full Range Theory of leadership, social exchange, and leader–member exchange theories in the prediction of innovative work behavior under the mediating and moderating roles of organizational culture and organizational citizenship behavior. Transformational leaders are observed to concentrate on long-term issues and future requirements, and are found to be useful, humanistic, and inspirational from a complete perspective (Avolio & Bass, 2001). Bass and Avolio (2000) argue that laissez-faire is involved in non-transaction decisions which eventually do not perform. In this style of leadership, commonly actions are delayed, and authority rests unconsulted.
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