european journal of social sciences issn: 1450-2267 - EuroJournals

European Journal of Social Sciences – Volume 5, Number 3 (2007)
by regulating their own behavior in order to realize positive self evaluative consequences, such as self
satisfaction and self-pride.
Kanter, (1983) and Siegel and Kaemmerer (1978) found that innovative organizations are
characterized by an orientation toward creativity and innovative change, support for their members in
functioning independently in the pursuit of new ideas and a tolerance for diversity among their
members (Siegel and Kaemmerer, 1978). In addition to this Ammabile (1988) and Angle (1989) found
that adequate supplies of such resources as equipment, facilities, and time are critical to innovation and
the supply of such resources is another manifestation of the organizational support for innovation.
Since climate is conceptualized as a determinant of individual behavior, and there being empirical
support for climate's effect on innovative behavior it is predicted that the degree to which organization
members perceive an organizational climate as supportive of innovation would affect individual
innovative behavior.
Hypothesis 11: The degree to which individuals perceive dimensions of organizational climate as
supportive of innovation is positively related to their innovative behavior
Methodology
Research Design
This study used an ex-post-facto design. The dependent variable was individual innovative behavior.
Instrument
The data was collected using a questionnaire. The questionnaire was administered and collected
personally.
Sampling
The respondents for this study were drawn from lecturers in a Government Teacher Training College.
The total population was 152. The sample comprised of 79 respondents which was about 52% of the
total population. A t-test to check for non-response bias found that there was no significant difference
between those who responded to the survey and those who did not.
Results And Interpretations
Table 1: Relationship Between Leader - Member Exchange, Role Expectation and Problem-Solving Style
with Support for Innovation
Variables r p
Leader-member exchange 0.37 0.001*
Leader role expectation -0.01 0.974
Systematic problem-solving style -0.01 0.954
Intuitive problem-solving style -0.01 0.929
Resource Supply 0.34 0.001*
Age -0.16 0.170
Career Stage -0.14 0.246
Academic Qualification -0.12 0.308
* Significant art P < 0.05 level
Table 1 presents the relationship between leader-member exchange, leader role expectation and
problem-solving styles and demographic variable with support for innovation. The results show that
only leader-member exchange (r = 0.37, p < 0.001) and resource supply (r = 0.34, p < 0.05), correlated
101