Uncertainty avoidance moderates the relationship between transformational leadership and innovation: A meta-analysis

Logan L. Watts, Logan M. Steele, Deanne N. Den Hartog

Research output: Contribution to journalArticlepeer-review

91 Scopus citations

Abstract

Transformational leadership is commonly assumed to facilitate employee innovation in all cultures. Drawing upon field studies from 17 countries, this meta-analysis revealed that supervisor transformational leadership is positively related to individual- and team-level innovation regardless of national boundaries. However, the relationship trended somewhat more strongly in countries with higher levels of uncertainty avoidance. These findings suggest that employee innovation in most countries can be enhanced by investing in supervisor transformational leadership, but organizations operating in countries with higher levels of uncertainty avoidance may benefit more from this strategy.

Original languageEnglish
Pages (from-to)138-145
Number of pages8
JournalJournal of International Business Studies
Volume51
Issue number1
DOIs
StatePublished - 1 Feb 2020

Keywords

  • creativity
  • innovation
  • meta-analysis
  • transformational leadership
  • uncertainty avoidance

Fingerprint

Dive into the research topics of 'Uncertainty avoidance moderates the relationship between transformational leadership and innovation: A meta-analysis'. Together they form a unique fingerprint.

Cite this