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

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European Journal of Social Sciences – Volume 5, Number 3 (2007) Leader-Member Exchange and Perception of Psychological Climate as Supportive of Innovation In this study it is also hypothesized that leader-member exchange (LMX) can influence innovative behavior through its influence on how individuals perceive the climate. According to Ashforth (1985); Glick (1988); Schneider and Reichers (1983), an individuals' perception of the psychological climate at his work place will be strongly influenced by his co-workers and leaders. Kozlowski and Doherty (1989) have suggested that because supervisors are the representatives of management actions, policies and procedures, subordinates tend to generalize their perceptions of supervisors to their organizations at large. Thus subordinates with a high-quality relationship with their supervisors will perceive their organization as providing greater autonomy and supportiveness compared to those having a lowquality relationship. Studies by Koxlowski and Doherty(1989); Dunegan et. al.(1992), have provided empirical support for a positive relationship between LMX quality and climate perception. Several theorists suggest that managers may play a key role in this endeavor. Kanter (1988) and James et. al. (1990), for example, maintain that managers are a primary source for the signals from which subordinates construct perceptions of their work group’s climate. Since employee perceptions of climate conditions have been strongly linked with innovation initiation, adoption, and implementation it is important to understanding how leader/subordinate relationships influence those perceptions. Hypothesis 1: The quality of leader-member exchange between an individual and his or her supervisor is positively related to the degree to which the individual perceives dimensions of climate as supportive of innovation. Leader Role Expectation and Perception of Psychological Climate as Supportive of Innovation In many instances, management may have certain expectations of subordinates. These expectations may make it difficult for subordinates to negotiate through the processes suggested by LMX theory. The role of the subordinate may be rigidly prescribed by the organization or by the routine work they are expected to perform. The manager may have inflexible expectations for a particular role, or lack interest or may not have enough imagination (Graen and Scandura, 1987). The expectations that supervisors have for their subordinates (referred to as the Pygmalion effect) may have impact on the subordinates behavior (Livingstone, 1984). Since managers' expectation of subordinates' behavior is communicated through their own behavior, Eden (1984) theorized that, the subordinates perception of their managers' behavior will be generalized to the organization. When managers expect their subordinates to be innovative, the subordinates will perceive the organization as encouraging innovation. Thus: Hypothesis 2: The degree to which a supervisor expects a subordinate to be innovative is positively related to the degree to which the subordinates perceive dimensions of climate as supportive of innovation Individual's Problem - Solving Style and Perception of the Psychological Climate as Supportive of Innovation Studies by Kirton (1976), Barron and Harrington (1981) and Jabri (1991) have focused on the dimensions of cognitive style as possible antecedents of cognitive behavior. This suggests that the problem-solving style of individuals (systematic problem-solving style and intuitive problem solving style) could be related to their perception of the psychological climate as supportive of innovation. There are two specific approaches to problem-solving suggested by Wedley and Field (1984) looks at problem -solving in terms of a continuous series of analytical steps .However according to Nutt (1984), steps may be skipped or combined. 98
European Journal of Social Sciences – Volume 5, Number 3 (2007) A second more contemporary approach to problem-solving was proposed by Mitchell and Beach (1990) According to them, selecting the best alternatives by weighing all the options is not always the major concern when making a decision. People also consider how the various decision alternatives fit with their personal standards as well as their personal goals and plan. The best decision for someone may not be the best decision for someone else. In this approach to problem-solving which is referred to as the intuitive approach, people may make decisions in a more automatic and intuitive fashion. This approach is based on the image theory proposed by Beach and Mitchell (1990). According to this theory, people make decision on a simple two-step process. The first step is the compatibility test, a comparison of the degree to which a particular course of action is consistent with various images-particularly individual principles, current goals and plans for the future. If any lack of compatibility exists with respect to any of these consideration, a rejection decision is made. If the compatibility test is passed, then the profitability test is carried. That is people consider the extent to which using various alternatives best fit their values, goals and plans. According to the image theory, intuitive problem-solving is rapid and simple. The theory suggests that people do not ponder and reflect over decisions, but make them using a smooth, intuitive process with minimal cognitive processing. Based on the two problem-solving style the following hypothesis are made: Hypothesis 3: The degree to which an individual's problem-solving style is systematic is negatively related to his or her climate perception Hypothesis 4: The degree to which an individual's problem-solving style is systematic is negatively related to his or her climate perception Demographic Variables and Individuals Perception of the Psychological Climates Supportive of Innovation In this study several demographic variables that may influence climate perceptions and innovative behavior or both has been included. Work by James et. al. (1990), Mumford and Gustafson (1988) have shown that climate perception and innovative behavior to be significantly related to demographic variables. In this study, age, career stage and academic qualification are used as demographic variables in the prediction of climate perception and innovative behavior. Hence: Hypothesis 5a: Age of individual is positively related to the individual's perception of the dimensions of climate as supportive of innovation. Hypothesis 5b: The career stage of an individual is positively related to the individual's perception of the dimensions of climate as supportive of innovation. Hypothesis 5c: The academic qualification of an individual is positively related to the individual's perception of the dimensions of climate as supportive of innovation. In addition it is also hypothesized that there is a direct relationship between the selected demographic variables and innovative behavior. Thus: Hypothesis 6a: Age of individual is positively related to his or her innovative behavior Hypothesis 6b: The career stage of an individual is positively related to his or her innovative behavior Hypothesis 6c: The academic qualification of an individual is positively related to his or her innovative behavior Leadership and Innovative Behavior Research by Kanter, (1988) and Heap (1989), have found leadership to be critical in the innovation process. Amabile (1988) has suggested a list of activities that leaders should be engaged in to allow creativity to emerge. Waldman and Bass (1991) have found a relationship between productivity outcomes and leadership. In this study two leadership approaches are examined. The first is the leadermember exchange(LMX) theory (Dansereau, Graen and Haga, 1975; Graen and Scandura, 1987) which 99
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