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

European Journal of Social Sciences – Volume 5, Number 3 (2007)
Table 7: Stepwise Multiple Regression : Predictors of Innovative Behavior
Dependent Variable : Innovative Behavior
Variable in the equation R 2 +R 2 Beta t p
Leader-Member Exchange 0.37 0.61 3.07 0.0046
Leader Role Expectation 0.50 0.13 0.40 2.80 0.0091
(Constant) 5.02 0.0000
Multiple R = 0.71 R 2 = 0.50
Adjusted R Square = 0.47 F(2,29) = 14.69 Significant F = 0.0000
Discussion
In this study a model was developed in which leadership (leader-member exchange and leader role
expectation) and individual attributes (demographic variables, systematic problem-solving style and
intuitive problem-solving style) were hypothesized to affect individual innovative behavior\r directly
and indirectly, through climate perception. It was found that leader-member exchange and leader role
expectation to be significant predictors of individual innovative behavior in the workplace and the
hypothesized model explained about 51 percent of the variation in innovative behavior. Among the
significant predictors, leader-member exchange explained about 37 percent of the variation in
innovative behavior while leader role expectation explained 13 percent of variation in innovative
behavior. These two variables explained about 50 percent of the total variation in individual innovative
behavior in the workplace.
Thus the study provided evidence that innovative behavior is related to the quality of the leader
subordinate relationship. The reason according to Graen and Scandura (1987) is that high quality dyad
relationship may give the subordinates the levels of autonomy and discretion necessary for innovation
to emerge. The findings also suggest that individuals generalize their relationship with their supervisor
to their organization. In this study individuals who reported having relationships with their supervisor
that was characterized by high levels of support, trust and autonomy also perceived the organization to
be supportive of innovation and considered the resource supply to be high.
The finding that the role expectation of the leader influenced individual innovative behavior
gives support for the Pygmalion effect (Livingston, 1989) and suggests that it holds true in the context
of innovation. Another interesting finding was that resource supply mediated between leader role
expectation and intuitive problem¬ solving style with innovative behavior. This together with lack of
significant relationship between leader role expectation and problem-solving style with support for
innovation implies that resource supply in terms of time, resources and assistance is essential for
individuals to exhibit innovative behavior.
Resource supply was also found to mediate between support for innovation and innovative
behavior. This suggests that perceiving the organization as being supportive of innovation is not
enough (the relationship between support for innovation and innovative behavior was not significant).
There must be adequate resource supply for innovative behavior to occur.
Both systematic problem-solving style and intuitive problem-solving style was found to be
significantly related to innovative behavior. This suggests that individuals use different problemsolving
styles at different times with different tasks.
In conclusion, the study shows that among the variables studied, the most important predictors
of innovative behavior in the workplace is leadership (explains 50 % of the variation in innovative
behavior). In this study leadership is made up two dimensions.(leader-member exchange and leader
role expectation). High quality leader ¬subordinate relation contributed substantially (37 %) to the
variation in individual innovative behavior followed by leader role expectation (13 %).
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