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Assessing the influence of leadership style, organizational learning and organizational innovation

Shu-Hsien Liao (Department of Management Sciences, Tamkang University, New Taipei City, Taiwan)
Chih-Chiang Chen (Department of Aviation Management, Air Force Academy, Kaohsiung City, Taiwan)
Da-Chian Hu (Department of Food and Beverage Management, Jinwen University of Science and Technology, New Taipei City, Taiwan)
Yu-Chun Chung (Department of Management Sciences, Tamkang University, New Taipei City, Taiwan)
Chiu-Ling Liu (Department of Management Sciences, Tamkang University, New Taipei City, Taiwan)

Leadership & Organization Development Journal

ISSN: 0143-7739

Article publication date: 3 July 2017

Abstract

Purpose

Based on literature development, the purpose of this paper is to propose a conceptual framework and the theoretical model in order to examine the influence of leadership, organizational learning (OL), and organizational innovation (OI) in Taiwan’s financial and information technology industries.

Design/methodology/approach

Structural equation modeling is employed to evaluate the degree of influence each variable has on the others and whether their relationships differ in different industry. This study investigates a selection of firms from the top 100 financial and the top 1,000 high-technology enterprises in Taiwan in 2012 as the population. A total of 377 valid responses were collected from 2012 to 2013.

Findings

The research results indicate that OL acts as a full mediator between leadership and OI. Furthermore, industry type has moderating effect in the proposed research model.

Originality/value

Thus, considering appropriate leadership styles through learning to innovate might be a well leadership model to be further considered by different industries in the global countries.

Keywords

Citation

Liao, S.-H., Chen, C.-C., Hu, D.-C., Chung, Y.-C. and Liu, C.-L. (2017), "Assessing the influence of leadership style, organizational learning and organizational innovation", Leadership & Organization Development Journal, Vol. 38 No. 5, pp. 590-609. https://doi.org/10.1108/LODJ-11-2015-0261

Publisher

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Emerald Publishing Limited

Copyright © 2017, Emerald Publishing Limited