Innovation and Leadership Style in Croatian Companies
Keywords:
leadership style, innovation, enterprises, multiple regressionAbstract
Innovations present a key role of development and success of the companies. Fostering innovative approach in companies has several advantages. Innovation activities lead to competitive advantage, higher economic growth and better position on the global market. Furthermore, companies that are open to innovation, enable more efficient cooperation and communication between different business units through knowledge and information sharing. Motivated employees are ready to work on new and creative activities which lead to higher profitability and satisfied clients who prefer innovated products or services. Leadership style also effects on employees’ results and their readiness to accept new ideas and changes that will improve business performances. The aim of this paper is to investigate the relationship between enterprise success and leadership styles. In order to determine characteristics of the relationship, multiple regression models have been conducted.
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.
References
Bisel, R. S., Messersmith, A. S., Kelley, K. M. (2012), “Supervisor-subordinate communication: Hierarchical mum effect meets organizational learning”. The Journal of Business Communication, Vol. 49, No. 2, pp. 128-147.
Bock, A. J., Eisengerich, A. B., Sharapov, D., George, G. (2015), “Innovation and Leadership: When Does CMO Leadership Improve Performance From Innovation?”, SAGE Open, Vol. 5, No. 2, pp. 1-14.
Calabrese, A., Campisi, D., Capece, G., Costa, R., Di Pillo, F. (2013), “Competiveness and Innovation in High-tech Companies: an Application to the Italian Biotech and Aerospace Industries”, International Journal of Engineering Business Management, Vol. 5, No. 40, pp. 1-11.
De Clercq, D., Thongpapanl, N., Dimov, D. (2011), “A Closer Look at Cross-Functional Collaboration and Product Innovativeness: Contingency Effects of Structural and Relational Context”, Journal of product, innovation management, Vol. 28, No. 5, pp. 680-697.
De Felice, F., Petrillo, A. (2013), “Key Success Factors for Organizational Innovation in the Fashion Industry”, International Journal of Engineering Business Management, Special Issue on Innovations in Fashion Industry, Vol. 5, No. 27, pp. 1-11.
Gregory, J. I. (2016), “Provoking perspectives of creativity and innovation in leadership: Innovation, accountability, and the human side of change”, Journal of leadership studies, Vol. 10, No. 1, pp. 78-79.
Huselid, M. A. (1993), “The impact of environmental volatility on human resource planning and strategic human resource management”, People and Strategy, Vol. 16, No. 3, pp. 35-40.
Kollmann, T., Stöckmann, C., Krell, P., Peschl, A., Buchwald, S. (2013), “Integrating dependency on the leader and empowerment into transformational leadership – creative performance relationship”, Central European Business Review, Vol. 2, No. 1, pp. 7-14.
Miloloža, I. (2015a), “Relation of leadership and business performance: balanced scorecard perspective”, Interdisciplinary Management Research IX, Ekonomski fakultet u Osijeku, Hochschule Pforzheim University, Osijek, Pforzheim, pp. 159-171.
Miloloža, I. (2015b), “Impact of Leadership Style to the BusinessPerformance: Balanced Scorecard Approach”, in Baćović, M., Milković, M., Pejić Bach, M., Peković, S. (Eds), Proceedings of theENTERNOVA - ENTerprise REsearch InNOVAtion Conferece, Udruga za promicanje inovacija i istraživanja u ekonomiji, Zagreb, pp. 222-227.
Miloloža, I. (2015c), “Leadership Differences: Internationalization, Size and Development”, in Baćović, M., Milković, M., Pejić Bach, M., Peković, S. (Eds), Proceedings of theENTERNOVA - ENTerprise REsearch InNOVAtion Conferece, Udruga za promicanje inovacija i istraživanja u ekonomiji, Zagreb, pp. 339-346.
Northouse, P. G. (2012). Leadership: Theory and practice, Sage, Thousand Oaks.
Pejic Bach, M., Aleksic, A., Merkac-Skok, M. (2018), “Examining determinants of entrepreneurial intentions in Slovenia: applying the theory of planned behaviour and an innovative cognitive style”, Economic Research-Ekonomska Istraživanja, Vol. 31, No. 1, pp. 1453-1471.
Quinn, L., Dalton, M. (2009), “Leading for sustainability: implementing the tasks of leadership”, Corporate Governance: The international journal of business in society, Vol. 9, No. 1, pp. 21-38.
Shin, S. J., Zhou, J. (2003), “Transformational leadership, conservation, and creativity: Evidence from Korea”, Academy of management Journal, Vol. 46, No. 6, pp. 703-714.
Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., Peterson, S. J. (2008), “Authentic leadership: Development and validation of a theory-based measure”, Journal of management, Vol. 34, No. 1, pp. 89-126.
Zhang, D., Sun, X., Liu, Y., Zhou, S., Zhang, H. (2018), “The Effects of Integrative Leadership on the Enterprise Synergy Innovation Performance in a Supply Chain Cooperative Network”, Sustainability, Vol. 10, No. 7, pp. 1-20.
Zhu, W., Chew, I. K., Spangler, W. D. (2005), “CEO transformational leadership and organizational outcomes: The mediating role of human–capital-enhancing human resource management”, The leadership quarterly, Vol. 16, No. 1, pp. 39-52.
Žižlavsky, O. (2013), “Past, Present and Future of the Innovation Process”, International Journal of Engineering Business Management, Vol. 5, No. 47, pp. 1-8.
