The relationship between transformational leadership and innovative behaviour in a healthcare context

a team learning versus a cohesion perspective

Karin Sanders, Helen Shipton

Research output: Contribution to journalArticle

Abstract

The purpose of this study was to explore whether the relationship between transformational leadership and innovative behaviour is explained via the mediating role of team learning, or whether instead team cohesion mediates this relationship. Using survey data from 158 professionals within 21 teams in the Dutch healthcare context, we tested by means of hierarchical regression analyses: (a) the relationship between transformational leadership and innovative behaviour; (b) whether team learning or cohesion mediates this relationship; and (c) the relationship between team learning and cohesion, in relation to transformational leadership. Results showed that transformational leadership is positively related to innovative behaviour and that both cohesion and team learning mediate this relationship, with team learning being the strongest mediator. Addressing a neglected area, our study provides evidence to show that managers who enhance team learning are likely to maximise employees' scope for engaging in innovative behaviours. © 2012 Inderscience Enterprises Ltd.
Original languageEnglish
Pages (from-to)83-100
Number of pages18
JournalEuropean Journal of International Management
Volume6
Issue number1
DOIs
Publication statusPublished - 2012

Fingerprint

group cohesion
leadership
learning
Team learning
Innovative behavior
Cohesion
Healthcare
Transformational leadership
Leadership behavior
employee
manager
regression
Team cohesion
evidence

Keywords

  • transformational leadership
  • innovative behaviour
  • team learning
  • team cohesion
  • Netherlands
  • healthcare

Cite this

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