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

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.
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