Innovation, employability and transactional leadership: how they affect performance? A theoretical and empirical analysis
DOI:
https://doi.org/10.51302/rtss.2010.5243Keywords:
learning, innovation, employability, transactional, leadership, performanceAbstract
Research has traditionally considered learning and innovation to be a consequence of organizational and individual characteristics. This paper aims to approach the subject from a different angle. While researchers have learned a great deal about the effects of managers’ and employees’ characteristics on learning and innovation, relatively little is known about the role of innovation as a factor which affects managers’ and employees’ characteristics. Thus, this paper suggests that an innovative climate in a learning organization has a positive effect on a specific employee characteristic (employability) and on a specific managerial characteristic (contingent reward transactional leadership style). These original relationships have been empirically evaluated, alongside the well documented relationship between contingent reward leadership style and a worker’s individual performance. Our hypotheses were tested and confirmed via a sample group of 795 professors from 70 university departments from Costa Rica, using a structural equation methodology.
Supporting Agencies
Los autores quisieran agradecer al Ministerio de Ciencia e Innovación la financiación aportada para la realización de esta investigación (proyecto ECO2008-03178)
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References
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