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ive behaviour of employees is probably less crucial to these firms’ ability to generate profits and survive in the long run. Also, in our interviews we limited ourselves to leaders as a source of relevant behaviours. Although some respondents elaborated on experiences they had when they used to be an employee, additional interviews with subordinates may provide a more comprehensive picture of relevant leader behaviours.
Finally, although our focus was on providing an inventory of leader behaviours,contingency factors appeared to be relevant as well. As stated, interviewees mentioned a supportive work climate and external work contacts as potential antecedents of idea generation and application behaviour. Leaders play a role in creating a positive climate and provide the opportunity for employees to have external work contacts. These examples show that leaders also have indirect influence on individual innovation through the way in which they structure the work environment. Thus, future research should also try to address how leaders adapt to and even shape the environmental and organisational settings in such a way that the context optimally stimulates employees’innovative behaviour.
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