Influence of leadership style on organisational citizenship behaviours (OCB's) in achieving innovation

Abstract

In a hyper-competitive global economy, innovation has become crucial for organisations to achieve economic stability, relevance and competitive advantage. Business environments demand a consistent culture of dynamism and evolution to respond to market needs, and innovation is central to accomplishing economic and organisational success. Leaders play a strategically essential role in crafting organisational environments that cultivate an innovation mind-set and nurtures creativity. Current literature positions numerous leadership styles and characteristic of leaders, however, its influence on citizenship behaviours, and how this in turn fosters innovation is not well understood. This study investigates which specific leadership styles and leader behaviours influence the occurrence of organisational citizenship behaviours (OCBs) required to achieve innovation. A qualitative approach was applied where semi-structured interviews were conducted with c-suite executives, heads of divisions, innovation experts and middle managers. The study substantiates current literature affirming the influence of transformational, authentic and transactional leadership on OCBs. By engendering OCB supporting behaviours, transformational leadership was found to be the most prevalent leadership style, followed by authentic and transactional styles. OCBs influence innovation outcomes in return, when innovation supporting behaviours, equivalent to OCB supporting behaviours, are in place. These prevailing leadership styles also influence innovation outcomes directly by creating a culture of curiosity and by maintaining a future-focused perspective. Notably, it was found that followers were more inclined towards organisation oriented OCBs than inter-personal oriented OCBs. While transformational leadership is renowned for cultivating positive follower behavioural outcomes, negative outcomes also emerged within the context of achieving innovation. This has facilitated the design of a conceptual framework which may benefit organisations in their pursuit of sustainable innovation practices. The study contributes to the body of knowledge in the fields of leadership and innovation.