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y of 13 leader behaviours related to employees’ idea generation and application behaviour. Five of Yukl’s leader behaviours were retained in our final overview (monitoring, consulting, delegating, recognizing and rewarding).
The other constructs were dropped whenever we felt that they were redundant or else redefined and refocused when they did not sufficiently reflect what interviewees described. In this way, insights emerging from the local context provided information for the theorizing process. We redefined Yukl’s (2002) practices of “supporting”“informing” and “clarifying roles” to suit this context better and relabelled them“support for innovation” “stimulating knowledge diffusion” and“task assignment”. Yukl’s other practices were not included in the final inventory as they did not surface in the interviews and were not found in existing literature linking leadership to individual innovation. Instead, several other behaviours that did emerge from the interviews and are mentioned in this literature were added, such as “providing vision” and “innovative role modelling”. Finally, our analysis also revealed some contingencies that may affect innovative behaviour. We discuss the results in the next section.
4. Results
Table II presents all leader behaviours that we found to be connected to innovative behaviour. Six behaviours were believed to relate to only one type of innovative behaviour, the others are likely to affect both idea generation and application behaviour.
Relates to Behaviour Consists of
Idea generation Application
1 Innovative
role-modelling
Being an example of innovative
behaviour, exploring opportunities,
generating ideas, championing and
putting efforts in development U U
2 Intellectual
stimulation
Teasing subordinates directly to come
up with ideas and to evaluate current
practices U
3 Stimulating
knowledge
diffusion
Stimulating open and transparent
communication, introducing
supportive communication structures
like informal work meetings U
4 Providing vision Communicating an explicit vision on
the role and preferred types of
innovation, providing directions for
future activities U U
5 Consulting Checking with people before initiating
changes that may affect them,
incorporating their ideas and
suggestions in decisions U U
6 Delegating Giving subordinates sufficient
autonomy to determine relatively
independently how to do a job U U
7 Support for
innovation
Acting friendly to innovative
employees, being patient and helpful,
listening, looking out for someone’s
interests if problems arise U U
8 Organizing
feedback
Ensuring feedback on concepts and
first trials, providing feedback to
employees, asking customers for their
opinion U
9 Recognition Showing appreciation for innovative
performances U U
10 Rewards Providing financial/material rewards
for innovative performances U
11 Providing resources Providing time and money to
implement ideas U
12 Monitoring Ensuring effectiveness and efficiency,
checking-up on people, stressing tried
and tested routines (negative
relationship) U U
13 Task assignment Providing employees with challenging
tasks, make allowance for employees’
commitment when assigning tasks U
Some behaviour is more general in nature (e.g. consulting, delegating). Other behaviours