Innovation is ever more critical for sustainable business performance in the contemporary, global economic and social context. Small- and medium-sized enterprises (SMEs…
Innovation is ever more critical for sustainable business performance in the contemporary, global economic and social context. Small- and medium-sized enterprises (SMEs) are arguably well positioned to innovate through their potential for rapid adjustment. Although leadership and organizational climate have been identified as playing a key role in innovation, little is known about whether such influences play out in SMEs. The aim of this study is to explore how leaders shape the organizational climate of their firms to enhance innovation.
The article presents findings from semi-structured interviews conducted with 20 CEOs of SMEs in the Vietnamese tourism sector.
The findings indicate that SME leaders in the tourism sector influenced an organizational climate that provided for autonomy and supported innovation through a number of leadership approaches. They also used daily interaction-based practices to drive the innovative behaviors of employees and developed reward systems to encourage innovation in their organizations.
This study explored leaders' approaches toward developing an organizational climate to stimulate innovation in tourism SMEs. Where leaders share frequent communication and knowledge with their subordinates, they perceive a climate for innovation developments, which stimulates innovation in tourism SMEs.
The study provides implications for managers to improve creativity and innovation in firms through the development of reward and incentive systems along with leadership and team development programs.
This study describes how different leader approaches affect innovation through orientating the organizational climate and business processes within their firms toward encouraging staff to initiate and try out new ideas.
The purpose of this paper is to investigate the effects of empowering leadership, directive leadership and initiating structure on innovation in small and medium…
The purpose of this paper is to investigate the effects of empowering leadership, directive leadership and initiating structure on innovation in small and medium enterprises (SMEs) and examine the mediating role of climate for innovation on those relationships.
Applying structural equation modeling, the study empirically tested the model on a sample of 330 employees from tourism SMEs in Vietnam.
Results indicated that climate for innovation mediated the relationship between empowering leadership and innovation and also initiating structure and innovation. Whereas empowering leadership was found to have a negative direct influence on innovation, directive leadership was unrelated to innovation.
The results of this study contribute to the literature by expanding the existing research on SME innovation, assessing the effect of diverse leadership styles and a climate for innovation on the innovation performance of SMEs. The findings enrich the literature by indicating the contribution of empowering leadership, directive leadership and initiating structure on encouraging innovation in SMEs.
When leading subordinates in the SME context, leaders who have a clear understanding of the effect of empowerment, direction and initiating structure can optimally seek to stimulate innovation. These leadership approaches influence employees’ task, interpersonal and role-related processes that shape a climate for innovation.
The novelty of this paper is that it examines the differential influences of empowering leadership, directive leadership and initiating structure on innovation and the mediating role of climate for innovation on these relationships.
The health care industry involves the continual introduction of new clinical interventions and technologies designed to improve patient and business outcomes. This article…
The health care industry involves the continual introduction of new clinical interventions and technologies designed to improve patient and business outcomes. This article argues for the integration of two possible improvement strategies, namely the use of work groups to generate and implement new ideas and the development of leadership capacity to promote innovativeness in others. A longitudinal study of 45 groups of employees at a specialist metropolitan teaching hospital revealed that the adoption of transformational styles of leadership in the workplace influences innovation by producing high levels of group morale that, in turn, results in work group interventions having measurable benefit to patients.