The impact of transactional and transformational leadership styles on incremental innovation for artisans and foremen in the SA coal mining sector

Abstract

The South African mining industry is currently facing challenging operating environments, impacting its overall performance. Much of its innovation has remained supplier-driven, with limited innovation contributions originating from its internal environment, specifically, the operational frontline. Given leadership's focal role in mining and its potential to stimulate internally driven innovation, this study investigated the impact of transformational and transactional leadership styles on incremental innovation among artisans and foremen. Despite extensive studies linking leadership styles to innovation, there is limited research examining the impact of transformational and transactional leadership on incremental innovation in high-risk, compliance-driven industries such as mining. The study utilised a positivist quantitative research design, using a structured survey distributed to artisans and foremen in the South African coal-mining sector. Data were analysed using factor analysis and structural equation modelling. The results revealed a significant positive relationship between transformational leadership and incremental innovation. Transactional leadership, however, showed no significant relationship with incremental innovation. The study concludes that the mining sector’s to unlock the innovative potential of the frontline workforce, mining organisations must cultivate functionally ambidextrous leaders, those who can maintain transactional discipline for safety while applying transformational behaviours to inspire and empower their teams. The findings offer practical insights for leadership development, organisational design, and the creation of innovation-driven cultures in high-risk industrial contexts.