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

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Evaluating the Hypothesized Model Table 5: Relationship Between the Research Variable European Journal of Social Sciences – Volume 5, Number 3 (2007) Dependent Variables Path r Support for Innovation Leader-member exchange Support Role expectation Support 0.37** -0.01 Systematic problem-solving style Support -0_01 Intuitive problem-solving style Support -0.01 Resource supply 0.34** Age Support -0.16 Career stage Support -0.14 Education Support -0.12 Leader-member exchange Resources 0.54*** Role expectation Resources 0.36* Systematic problem-solving style Resources 0.06 Resource Supply Intuitive problem-solving style Resources 0.35** Age Resources -0.06 Career stage Resources -0.10 Education Resources -0.09 Leader-member exchange Innovative Behaviour 0.47** Role expectation Innovative Behavior 0.64** Systematic problem-solving style Innovative Behaviour 0.30** Intuitive problem-solving style Innovative Behaviour 0.34** Innovative behavior Support Innovative Behavior 0.20 Resource Supply Innovative Behavior 0.47** Age Innovative Behavior 0.06 Career stage Innovative Behavior 0.01 Education-Innovative Behavior 0.20 *p
European Journal of Social Sciences – Volume 5, Number 3 (2007) From the final model in Figure 2, it can be seen that there is significant correlation between leader- member exchange and the individual's perception of dimensions of climate as supportive of innovation. This means that we can accept Hypothesis 1 that is "The quality of leader-member exchange between an individual and Leader role expectancy was found to be significantly related to innovative behavior . This means that Hypothesis 8 that is "The degree to which a supervisor expects a subordinate to be innovative is positively related to the subordinates innovative behavior" is accepted. Both systematic and intuitive problem - solving style was found to be positively related to innovative behavior though intuitive problem-solving style had a higher correlation. This implies that both Hypothesis 9 which states that "The degree to which an individual's problem -solving style is systematic is negatively related to his or her innovative behavior" is rejected while Hypothesis 10 which states that "the degree to which an individual's problem solving style is intuitive is positively related to his or her innovative behavior" is accepted. Support for innovation and resource supply make up dimensions of the perceived psychological climate which is supportive of innovation. The results show that while there was significant positive correlation between resource supply and innovative behavior, the relationship between support for innovation and innovative behavior was found to be not significant. This means that Hypothesis 11 "The degree to which individuals perceive dimensions of the organizational climate as supportive of innovation is positively related to innovative behavior" can only be accepted. Significant Predictors Of Individual Innovative Behavior In The Workplace When multiple regression analysis was carried out with the variables which correlated significantly with innovative behavior , the results in Table 6 show that the five variables of leader-member exchange, leader role expectation, intuitive problem solving style , systematic problem-solving style and resource supply together explained 51 percent of the innovative behavior of the respondents. This implies that there are other predictor variables of innovative behavior in the workplace which have not been included in this study. Table 6: Simple Multiple Regression Analysis for Predictors of Innovative Behavior Dependent Variable: Innovative Behavior Variable in Equation B Beta t p Leader Role Expectation 1.22 0.39 2.56 0.02 leader-Member Exchange 0.23 0.38 1.89 0.06 Intuitive Problem-Solving Style 0.26 0.09 0.51 0.62 Resource Supply 0.02 0.03 0.15 0.88 Systematic Problem-Solving Style 0.11 0.02 0.13 0.89 (Constant) 10.85 3.54 0.00 15 Multiple R = 0.72 R 2 = 0.51 Adjusted R = 0.42 F(5,26) =5.46 Significant F = 0.0014 Table 7 presents the results of Stepwise Regression Analysis carried out to determine the significant predictors of innovative behavior in the work place. Again the predictor variables used were leader-member exchange, leader role expectation, problem solving style and the variables related to perceived psychological climate (support for innovation and resource supply) with innovative behavior as the dependent variable The results show that that are two significant predictors of innovative behavior in the workplace. They are the quality of the leader -member relationship (t = 43.07, p < 0.05) and leader role expectation (t = 2.79, p < 0.05). Leader-member exchange was found to explain 37 percent of individual innovative behavior while leader role expectation was found to explain 13 percent of individual innovative behavior. Therefore together they explained 50 percent of the variation in innovative behavior in the workplace. 105
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