This time our team (Matej Cerne, Anders Dysvik and myself) banged our heads together to see how important is leadership support for innovation process (idea implementation to be precise). I am truly proud to announce that editor and reviewers at prominent management journal Leadership Quarterly found our contribution significant both for leadership and innovation scholars as well as practitioners and have accepted it for publication. Below are some details:
Škerlavaj, Miha, Černe, Matej, & Dysvik, Anders (In press): I get by with a little help from my supervisor: Creative idea generation, idea implementation, and perceived supervisor support. Leadership Quarterly.
In two studies using both field (165 employees and their 24 direct supervisors from a manufacturing firm in Study 1) and experimental (123 second-year undergraduate student participants in lab Study 2) data, we explore how perceived supervisor support acts as a crucial contingency that enables higher levels of idea implementation from creative-idea generation. First, we suggest that excessive creative-idea generation (in terms of both frequency and creativity of ideas) can lead to diminished returns with regards to idea implementation. Drawing on a resource allocation framework, we hypothesize and find a curvilinear inverse U-shaped relationship between employee creative-idea generation and implementation. Second, we examine perceived supervisor support as a moderator of the curvilinear inverse U-shaped relationship between idea generation and implementation. In line with our second hypothesis, we find that higher levels of perceived supervisor support dampen the curvilinear relationship between creative-idea generation and idea implementation. Accordingly, perceived supervisor support seems to provide employees with access to resources and support needed for idea implementation, making highly creative ideas more implementable.
The following article is now available online and in press.
Cerne, M., Maric, M., Dimovski, V., Penger, S., & Skerlavaj, M. (2014): Congruence of leader self-perceptions and follower perceptions of authentic leadership: Understanding what authentic leadership is and how it enhances employees’ job satisfaction, Australian Journal of Management: 39(3): 453-471 .
We propose and empirically test a multilevel model of cross-level interactions between leader self-perceptions (team level) and follower perceptions of authentic leadership on job satisfaction. Data from 24 supervisors and 171 team members were used. Applying hierarchical linear modelling, we found that follower perceptions of authentic leadership predict employee job satisfaction. We also found support for the interaction effect of leader self-perceptions and follower perceptions of authentic leadership in predicting job satisfaction, integrating the leader- and follower-centric perspectives of authentic leadership. Polynomial regression analysis further supported the fact that the congruence between leader self-perceptions and follower perceptions of authentic leadership is beneficial and that both need to be present at high levels to produce the most beneficial results in terms of followers’ job satisfaction.
12. junija 2013 bom v okviru FEEL konference predaval na temo vloge voditeljev pri oblikovanju organizacijske klime za ustvarjalno in inovativno delo. Prispevek sva pripravila skupaj z Matejem Černetom, povzetek pa sledi:
V vedno bolj dinamičnem in negotovem poslovnem okolju so organizacije odvisne od ustvarjalnih idej posameznikov. Ustvarjalnost je temeljni dejavnik, ki služi kot odskočna deska za inovativnost posameznikov, skupin in organizacij. Zasledovanje ustvarjalnosti in inovativnosti je etično do vseh deležnikov organizacij – zaposlenih, partnerjev, lastnikov in družbe. Inovacije namreč vodijo v višjo dodano vrednost zaposlenih, spodbujajo rast in razvoj podjetij, ekonomski napredek in vodijo v večjo blaginjo družbe kot celote. Pri spodbujanju ustvarjalnosti zaposlenih in pretvarjanju le-te v inovativnost seveda igrajo veliko vlogo voditelji. S svojim delovanjem spodbujajo ustrezno organizacijsko klimo za ustvarjanje in udejanjanje idej. Primerna organizacijska klima mora uravnotežiti tako sodelovanje in razvoj (mojstrstvo), kot tudi poudarjati doseganje ciljev (uspešnost). Poleg spodbujanja tovrstne klime in zagotavljanja ustreznega motivacijskega mikro-okolja (pomen, avtonomija in mojstrstvo) morajo voditelji izražati podporo ustvarjalnim idejam in zagotoviti resurse za njihovo izvedbo. Velja biti pozoren tudi na organizacijske realnosti, ki se jim moramo pri etičnem voditeljstvu izogibati oz. jih preprečevati – npr. skrivanju znanja in pretiranem izražanju posameznih stilov vodenja. Tovrstna vedenja namreč vodijo v to, da številne iniciative za spodbujanje ustvarjalnosti v podjetjih ne dosežejo svojih učinkov. Če se destruktivna vedenja pri delu ponavljajo dalj časa, lahko pride do nevarne spirale nezaupanja, kar ima lahko katastrofalne družbenoekonomske, organizacijske in posamezne učinke v smislu zavrte ustvarjalnosti in inovativnosti.
For those of us interested in leading creativity and innovation, there is a new publication of ours, fresh from the oven: Černe, M., Jaklič, M., & Škerlavaj, M. (2013): Authentic leadership, creativity, and innovation: A multilevel perspective, Leadership, 9(1): 63-85.
This study aims to propose and empirically test a multilevel model of cross-level interactions between authentic leadership and innovation at the team level, and perception of support for innovation and creativity at the individual level. We use data from 23 team leaders and 289 team members in a Slovenian manufacturing and processing firm engaged in producing innovative products and customer solutions and conduct a multilevel analysis using hierarchical linear modelling (HLM). The results indicate that whereas perceived team leaders’ authentic leadership directly influences team members’ individual creativity and team innovation, the impact of self-ascribed team leaders’ authentic leadership was not significant. In addition to that, the relationship between team leaders’ authenticity and creativity is mediated by perception of support for innovation. Using a multilevel approach, this is the first study to our knowledge to quantitatively examine the relationship between authentic leadership and creativity and innovation. In addition, unlike previous research on related topics that relied solely on one source of information, we examine authentic leadership with empirical data gathered from both team leaders and their employees.
Your ideas, comments more than welcome!
Our paper Transactional and Transformational Leadership Impacts on Organizational Learning, JEEMS (2009), was recently listed on Social Science Research Network’s (SSRN) Top Ten download list for ORG: Organizational Learning. It is available here.
It is a wonderful thing to be successfu by oneself. And it is even better to help others to achieve their own personal success. Last year I’ve had a privilige of being mentor to two bachelor and two master theses that were yesterday awarded prestigious Trimo research awards: (1) Tomaž Bartolj for his work on maturity to compete on business analytics, (2) Ula Mejaš on transformational leadership, (3) Lara Madotto on emotional intelligence and employee satisfaction, and (4) Jure Pompe on innovative organizational culture. Congratulations to them all!
We have just published a new SSCI ranked article – Zagoršek, H., Dimovski, V. Škerlavaj, M. (2009): Transactional and Transformational Leadership Impacts on Organizational Learning, Journal of East European Management Studies, 14(2): 144-165. Here is the abstract:
This study empirically relates two important areas of management research: the full-range theory of leadership and the organizational learning process. Specifically, this contribution addresses three issues: (1) the impact of transformational leadership and (2) transactional leadership on the organizational learning process, and (3) whether the influence of transformational leadership is stronger than the influence of a transactional type of leadership. For measurement purposes, the article combines the Multi-Factor Leadership Questionnaire (MLQ) with the Organizational Learning and Information Management Processes (OLIMP) measurement instrument. Building upon data from 753 employees in Slovenia at the organizational-unit level and applying a structural equation modelling methodological framework, the results indicate that transformational leadership has a strong impact on all four constructs of organizational learning: information acquisition; information distribution; information interpretation; and behavioural and cognitive changes. A direct impact is evident only regarding information acquisition and behavioural and cognitive changes, while leadership styles have an indirect effect on information distribution and information interpretation. The magnitude of the total effect ranges from .61 to .79. Interestingly, contingent reward leadership has an equally strong and positive impact on organizational learning, with effect magnitudes similar to those for transformational leadership. This finding provides empirical confirmation of the contingent perspective on leadership and learning (Vera/Crossan 2006) which claims that the most effective strategic leaders will be those best able to function in both transformational and transactional modes, depending upon the situation.
In memoriam: We would like to dedicate this article to Hugo Zagoršek (1977-2008), who tragically passed away shortly after the completion of this work.