| dc.description.abstract | The inner aim of the present research was to investigate to what extent a transformational
leadership approach is able to impact employees’ innovative behaviors. In doing so, a third
variable has been considered, namely prosocial motivation. Specifically, the latter has been
taken into account from its state-like perspective and has been included in the current study
as a mediator, capable of explaining the aforementioned relationship. From this standpoint,
the related research model has been afterwards tested within a Norwegian company
operating internationally in the medical industry and driven by the prosocial mission of
“helping save lives”. Thanks to the examination of data gathered through a survey strategy, it
was possible to corroborate the hypothesis proposing the existence of a positive impact of
transformational leadership on employees’ innovative behaviors. Moreover, evidence was
also found supporting the idea that the previous impact was significantly mediated by
workers’ state-like prosocial motivation. In greater detail, it was rational to talk about partial
mediation, since the effect generated by this construct was a negative one. Finally, the
conclusive chapters of the research discussed its implications both theoretically and
practically, as well as its limitations and future paths of analysis. | en_US |
