Leadership, Innovative Work behavior and Software Development Companies in Romania
Keywords:leadership; innovation; innovative work behavior
Considered to be a phenomenon whose complexity is growing within the last decade,
organizational innovation has a different specific, according to the analysis level it refers to. This paperwork
will only take into consideration the concept of innovation as a process, and will not focus on the results as a
specific outcome of the innovation process. Leadership is the new driver for innovation; among the many
theories and styles of leadership, the greatest impact on the process of innovation appertains to the
transformational leadership; the new organizational order focuses on the reinventing the business models
and processes, rather than developing new products and processes. The results highlight the effect of
innovation for the business models and market launching, as the transformational leaders become highly
specialized organizational assets. The outcome for the organizational processes that imply both
transformational leadership and the process of innovation can only be seen through the innovative work
behavior of both individuals and team members. This research will focus on quantifying these behaviors
within software development companies in Romania, where the used instrument was Workplace Innovation
Scale (WIS) as introduced by McMurray and Dorai in 2003. Results will show that transformational
leadership practices are common within organizational behaviors, and their influence on innovation and
organizational members creativity is significant for all the four considered scales: organizational innovation,
climate for innovation, individual and team innovation.
Bass, B. M. & Avolio, B. J. (2020). Multifactor leadership questionnaire. https://www.mindgarden.com/16-multifactorleadership-
Bass, B. M. (1985). Leadership and Performance beyond Expectations. New York: Free Press.
Bass, B. M. (1997). Does the transactional – transformational paradigm transcend organisational and national boundaries?
American Psychologist, No. 52.
Bass, B. M. (1998). Transformational Leadership; Industry, Military, and Educational Impact. Mahwah, N.J. Lawrence
Bass, B. M. & Avolio, B.J. (1997). Full Range Leadership development; manual for the Multifactor Leadership
Questionnaire. Redwood City, CA.: Mind Garden.
Cummings, G.; Tate, K.; Lee, S.; Wong, S.; Paananen, T.; Micaroni, S. & Chatterjee, G. (2018). Leadership styles and
outcome patterns for the nursing workforce and work environment: A systematic. International Journal of Nursing Studies.
Gardner, J. W. (1990). On Leadership. New York: Free Press.
Horner, M. (1997). Leadership theory: Past present and future. Team Performance Management.
Howell, J. M. & Shamir, B. (2005). The role of followers in the charismatic leadership process: Relationships and their
consequences. Academy of Management Review.
Janssen, O. (2000). Job demands, perceptions of effort-reward fairness and innovative work behaviour. Journal of
Occupational and Organizational Psychology, Vol. 73.
Janssen, O. (2004). How fairness perceptions make innovative behavior more or less stressful. Journal of Organizational
Behavior, Vol. 25, No. 2.
Jung, D.I.; Wu, A. & Chow, C. (2008). Towards understanding the direct and indirect effects of CEOs‘transformational
leadership on firm innovation. The Leadership Quarterly, Vol. 19.
Khalili, A. (2016). Linking transformational leadership, creativity, innovation, and innovation-supportive climate.
Management Decision, Vol. 54 No. 9.
Leithwood, K.; Tomlinson, D. & Genge, M. (1996). International Handbook on Educational Leadership. Kluwer: Norwell,
McCrae, R. & Costa, P. T. (1989). Reinterpreting the Myers-Briggs type indicator from the perspective of the five-factor
model of personality. Journal of Personality.
McGregor, D. M. (2003). The human side of enterprise. New York: McGraw-Hill.
McMurray A.; Dorai, R. (2003). Workplace Innovation Scale: A new method for measuring innovation in the workplace. The
fifth European Conference on Organisational Knowledge. Learning and Capabilities (OKLC 2003).
Mumford, M. D. (2000). Managing creative people: strategies and tactics for innovation. Human Resource Management
Review, Vol. 10, No. 3.
Murphy, G. (2019). A systematic review and thematic synthesis of research on school leadership in the Republic of Ireland:
–2018. Journal of Educational Administration, Vol. 57 No. 6.
Osborne, S.P. (1998). Naming the Beast: defining and Classifying Service Innovations in Social Policy. Human Relations, p.
Palmer, B.; Walls, M.; Burgess, Z. & Stough, C. (2001). Emotional Intelligence and effective leadership. Leadership &
Organisational Development Journal.
Pellegrini, M. M.; Ciampi, F.; Marzi, G. & Orlando, B. (2020). The relationship between knowledge management and
leadership: mapping the field and providing future research avenues. Journal of Knowledge Management, Vol. 24 No. 6.
Perrow, C. (1970). Organisational Analysis. Belmont.
Peters, T.J. & Waterman, R.H. (1982). In Search of Excellence: Lessons from America’s Best Run Companies. New York:
Pitman, B. (1993). The relationship between charismatic leadership behaviours and organisational commitment among white
collar workers. Dissertation Abstracts International.
Ramamoorthy, N.; Flood, P. C.; Slattery, T. & Sardessai, R. (2005). Determinants of innovative work behaviour:
Development and test of an integrated model. Creativity and Innovation Management, Vol. 14, No. 2.
Saal, F. E. & Knight, P. A. (1988). Industrial and Organisational Psychology: Science and Practice. /Cole Publishing Co.
Schein, E. (1992). Organisational Culture and Leadership. Jossey-Bass, San Francisco.
Stefani, L. (2019). Toxic to Transformational Leadership: Peace, Reconciliation, and Social Justice as the Paradigm, Peace,
Reconciliation and Social Justice Leadership in the 21st Century. Building Leadership Bridges, Vol. 8. Emerald Publishing
Vecchio, R. P.; Hearn, G. & Southey, G. Organisational Behaviour. Harcourt Brace and Co.
Zhu, W.; Chew, I. K. H.; Spangler, W. D. (2005). CEO transformational leadership and organisational outcomes: The
mediating role of human capital- enhancing human resource management. The Leadership Quarterly, No. 16.
This work was co-financed from the European Social Fund, through the Human Capital Operational Program, project
number POCU / 380/6/13/123623 “Doctoral students and postdoctoral researchers ready for the labor market”.
Copyright (c) 2021 Ioana Gutu
This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.
You are free to:
- Share — copy and redistribute the material in any medium or format
- Adapt — remix, transform, and build upon the material
- for any purpose, even commercially.
- The licensor cannot revoke these freedoms as long as you follow the license terms.
Under the following terms:
- No additional restrictions — You may not apply legal terms or technological measures that legally restrict others from doing anything the license permits.