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Following the leader in R&D: the joint effect of subordinate problem-solving style and leader-member relations on innovative behavior

1998; Institute of Electrical and Electronics Engineers; Volume: 45; Issue: 1 Linguagem: Inglês

10.1109/17.658656

1558-0040

Susanne G. Scott, Reginald A. Bruce,

Complex Systems and Decision Making

There have been relatively few theoretically-based empirical studies of leadership in research and development (R&D) settings despite theoretical indications of its importance. Some recent studies have found support for a relationship between transformational leadership and R&D project success. In the current study, the authors discuss the transactional and transformational nature of leader-member-exchange (LMX) theory. They then develop hypotheses regarding the relationship of LMX and problem-solving style to individual innovative behavior. They tested these hypotheses in two independent samples of R&D professionals. The results of hierarchical regression supported the hypotheses; innovative behavior was negatively related to associative and positively related to bisociative problem-solving style and innovative behavior was positively related to LMX. Further, LMX explained variance in innovative behavior beyond that explained by problem-solving style alone. This relationship was shown to hold regardless of the type of task in which the R&D professionals were engaged. Implications for theory and for practising managers are discussed.