Search results

1 – 1 of 1
To view the access options for this content please click here
Article
Publication date: 24 August 2021

Amer Ahmad AlAnazi, Kabiru Maitama Kura, Ebi Shahrin Suleiman and Ramatu Abdulkareem Abubakar

To address this question, this study aims to drew from resource-based view to examine the mediating role organisational innovation in the relationship between…

Abstract

Purpose

To address this question, this study aims to drew from resource-based view to examine the mediating role organisational innovation in the relationship between change-oriented leadership and organisational performance.

Design/methodology/approach

Given that the unit of analysis is an organisation, 219 principal officers, including Presidents/Rectors, Vice Presidents/Vice-Rectors, Registrars and Deans, were invited to complete the survey on behalf of their universities.

Findings

Results of the partial least squares structural equation modelling confirmed the positive relationship between change-oriented leadership and university performance. The results provide evidence that organisational innovation directly facilitates university performance. As expected, the relationship between change-oriented leadership and university performance was found to be mediated by organisational innovation.

Practical implications

Overall, this study successfully modelled organisational innovation as an underlying mechanism behind the change-oriented leadership – university performance relationship, thereby by testing resource-based theory in Saudi Arabian context. From a practical perspective, results suggest that to improve their performance is imperative for executive leaders in Saudi universities to focus on several specific work design strategies, obtaining feedback about their change-oriented leadership style from followers.

Originality/value

Whilst there has been a considerable amount of research emphasising the importance of change-oriented leadership, there has been little research linking this fundamental aspect of leadership to organisational performance. Yet an understanding of the possible mechanisms behind this linkage has not received attention.

Details

International Journal of Innovation Science, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1757-2223

Keywords

1 – 1 of 1