The relationship between change leadership and individual innovative work behaviour in the context of crisis

Abstract

Research suggests that leadership contributes to the management of change (Boin, Kuipers, and Overdijk, 2013; Bundy, Pfarrer, Short, and Coombs, 2017) and individual innovative work behaviour (IWB) in times of crisis (Anderson, Potočnik, & Zhou, 2014). Crisis, for the purpose of the study, is defined as a high impact event, which is of low probability, is external to the organisation and threatens organisational viability. Further it is regarded as uncertain and triggered by change, therefore requires intervention of organisational innovation practices in order to address its specific consequences. The cultivation of innovation, as a result, has proven critical for organisational recovery and performance in times of crisis (Jaroensutiyotin, Wang, Ling, & Chen, 2019). Leaders, through encouragement, exert influence on their followers to adopt innovation and creativity, and as a result effective leadership tends to encourage employee innovation levels and behaviours to improve performance outcomes in times of crisis (Fragouli & Ibidapo, 2015). To this end, the study aims to test the relationship between change leadership and employee innovative work behaviour (IWB) within the specific context of crisis. A common theme among the extant definitions of leadership has been the directing and mobilization of individuals and groups alike, towards goal setting and achievement. To this end, Kotter (1999), suggests that leadership is a process that is associated with change because leadership may be defined as the setting of a strategic direction, and development of strategy in order to move forward in that very direction, in other words, the creation and achievement of a vision. Further, leaders challenge the status quo which inherently renders leadership as change focused (Cairns, 2000). Similarly Elliott, (1992) suggests that in the absence of change, leadership had in fact not occurred. In support hereof, Yukl, (2002) further suggests that the fundamental role of a leader is to lead change, and that all else is secondary hereto. It can therefore be concluded that, ‘ultimately leadership is about change’ (Zenger, Ulrich & Smallwood, 2000), and involves initiating change, mobilizing others to change and maintaining change (Smit, 2003). As a result leadership must be understood in the context of change (Higgs & Rowland, 2000). Innovative work behaviour (IWB) involves the deliberate introduction and subsequent implementation of new ideas in order to develop novel solutions to extant challenges, such that an improvement is achieved in products/services, and new opportunities are proactively explored (De Jong & Den Hartog, 2010; Dong & Hawryszkiewycz, 2019). Moreover, it has been accepted widely that innovation is a critical contributor to success within organizations, with capitalization on employee innovative work behaviour (IWB) deemed one of the most central means for organizations to become innovative, which in turn ensures continuous effectiveness and success. IWB suggests that employees can contribute to organizational success through the utilization of their innovative capabilities in order to generate new ideas, and through the implementation thereof, improve organizational products/services and or procedures (Hom & Xiao, 2011; Yuan & Woodman, 2010).