Abstract:

Innovative work behavior (IWB) is vital for organizational renewal, yet leadership-for-innovation research often assumes that relationship quality uniformly explains leadership effects. Drawing on a dual-leadership perspective, this study compares transformational leadership (TL) and innovation-oriented leadership (IOL) and tests leader–member exchange (LMX) as a dyadic exchange mechanism linking each style to IWB. Survey data from 158 employees in innovation-active organizations in Singapore were analyzed using validated measures and bootstrapped mediation models. Both TL and IOL show positive associations with IWB, and both relate positively to LMX. However, mechanism evidence is style-contingent: LMX partially mediates the IOL–IWB relationship, whereas the indirect effect for TL is not supported. These findings advance a mechanism-fit account in which exchange-based relational resources become consequential when leaders enact innovation-enabling behaviors that deliver discretion, feedback, and resourcing for implementation. Implications are discussed for theory building and for leadership development focused on innovation enactment.

Please choose your submission type: Full Paper

Primary Track: Innovation

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Dr. Joo Seng TAN