Leadership Style and Behaviour, Employee Knowledge-Sharing and Innovation Probability

Sheehan, Maura

Abstract

The importance of innovation for sustained national and firm competitiveness is widely acknowledged by scholars, practitioners and policymakers (Cho & Pucik, 2005; OECD, 2012). Firms with higher levels of innovation will be more successful in responding to changing environments of deepening globalisation, increased competitiveness, rapid technological change and shorter product life cycles (Manso, 2011; Rosenblatt, 2011) and in developing new capabilities that will allow them to achieve better performance (Montes et al., 2004). Highly innovative firms ensure that a broad range of employees are involved with innovation and recognise the importance of employee-driven innovation (Høyrup, 2012). Such firms are also likely to have leaders with behaviours that are conducive to enhancing employee-driven innovation, of which knowledge-sharing is likely to be critical (Mumford et al., 2002).

Citation

Sheehan, M. (2016). Leadership Style and Behaviour, Employee Knowledge-Sharing and Innovation Probability. In H. Shipton, P. Budhwar, P. Sparrow, & A. Brown (Eds.), London: Palgrave Macmillan. https://doi.org/10.1057/9781137465191_12

• Publication Date: 2016
• Deposit Date: Feb 18, 2020
• Publisher: Palgrave Macmillan
• Pages: 179-196
• ISBN: 9781349563074
• DOI: https://doi.org/10.1057/9781137465191_12
• Keywords: Foreign Direct Investment, Human Resource Management, Transformational Leadership, Leadership Style, Strategic Management Journal
• Public URL: http://researchrepository.napier.ac.uk/Output/2534724