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Transformational leadership and work unit innovation: A dyadic two-wave investigation

Sheehan, Maura; Garavan, Thomas N.; Morley, Michael J.

Authors

Thomas N. Garavan

Michael J. Morley



Abstract

Mobilising arguments from conservation of resources theory (COR) and employing time-lagged, multi-source data, we propose and test a model connecting unit level transformational leadership (TFL) to work unit innovation performance. We theorise that unit level TFL, comprising idealised influence and inspirational motivation, will impact unit innovation performance through a double mediation mechanism involving unit knowledge sharing climate and internal to unit knowledge sharing. Dyadic data from 124 unit leaders and 644 employees collected at two time points broadly support our predicted pathways. In generating insights into the mechanisms linking unit level TFL to work unit innovation performance we highlight the importance of ambient-level TFL behaviours in explaining innovation performance and we answer calls in the literature for research designs which can assist in unearthing indirect relationships in the TFL-innovation nexus.

Citation

Sheehan, M., Garavan, T. N., & Morley, M. J. (2020). Transformational leadership and work unit innovation: A dyadic two-wave investigation. Journal of Business Research, 109, 399-412. https://doi.org/10.1016/j.jbusres.2019.10.072

Journal Article Type Article
Acceptance Date Oct 30, 2019
Online Publication Date Dec 25, 2019
Publication Date 2020-03
Deposit Date Nov 4, 2019
Publicly Available Date Jun 26, 2021
Journal Journal of Business Research
Print ISSN 0148-2963
Publisher Elsevier
Peer Reviewed Peer Reviewed
Volume 109
Pages 399-412
DOI https://doi.org/10.1016/j.jbusres.2019.10.072
Keywords Conservation of Resources Theory; Work Units; Transformational Leadership; Knowledge Sharing Climate; Unit Knowledge Sharing; Innovation Performance
Public URL http://researchrepository.napier.ac.uk/Output/2286478

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