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dc.contributor.authorBednall, Timothy C
dc.contributor.authorRafferty, Alannah E
dc.contributor.authorShipton, Helen
dc.contributor.authorSanders, Karin
dc.contributor.authorJackson, Chris J
dc.date.accessioned2019-07-11T03:03:41Z
dc.date.available2019-07-11T03:03:41Z
dc.date.issued2018
dc.identifier.issn1045-3172
dc.identifier.doi10.1111/1467-8551.12275
dc.identifier.urihttp://hdl.handle.net/10072/381725
dc.description.abstractStudies on the effects of transformational leadership on employee innovative behaviour have yielded mixed results. The authors argue that one possible explanation for these mixed findings is that researchers have assumed a linear relationship between these constructs. In contrast, they suggest that the relationship between transformational leadership and innovative behaviour is non‐linear. Specifically, the authors argue that the positive effects of transformational leadership on innovative behaviour will be stronger at low and high levels of transformational leadership. Moreover, they examine whether the relationship between transformational leadership and innovative behaviour is mediated by knowledge sharing within and between teams. The authors undertake a constructive replication by testing these hypothesized relationships in two studies: (1) a multi‐actor team‐level study conducted in the USA, and (2) a longitudinal employee‐level study of teachers in the Netherlands. Results of both studies reveal that knowledge sharing mediates the relationship between transformational leadership and innovative behaviour, and that the indirect relationship is curvilinear. The authors link these findings to leader substitution theory, proposing that employees turn to their peers and other parties when there is an absence of effective leadership.
dc.description.peerreviewedYes
dc.languageEnglish
dc.language.isoeng
dc.publisherWiley-Blackwell Publishing
dc.publisher.placeUnited Kingdom
dc.relation.ispartofpagefrom796
dc.relation.ispartofpageto816
dc.relation.ispartofissue4
dc.relation.ispartofjournalBritish Journal of Management
dc.relation.ispartofvolume29
dc.relation.urihttp://purl.org/au-research/grants/ARC/DP130101680
dc.relation.grantIDDP130101680
dc.relation.fundersARC
dc.subject.fieldofresearchBusiness and Management not elsewhere classified
dc.subject.fieldofresearchBusiness and Management
dc.subject.fieldofresearchMarketing
dc.subject.fieldofresearchcode150399
dc.subject.fieldofresearchcode1503
dc.subject.fieldofresearchcode1505
dc.titleInnovative Behaviour: How Much Transformational Leadership Do You Need?
dc.typeJournal article
dc.type.descriptionC1 - Articles
dc.type.codeC - Journal Articles
gro.hasfulltextNo Full Text
gro.griffith.authorRafferty, Alannah


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