| dc.description.abstract | Previous research has overlooked the leader-follower relationship as an essential aspect of how
leadership can promote innovation. The purpose of this study is to determine how congruent
LMX perceptions must be in order to maximize the effects of transformational leadership on
the innovative climate. As a result, two models were tested: the first, a leader-perception model
examining the effects of an articulated vision, as a key component of transformational
leadership, on the innovative climate and the LMX relationship as perceived by the leader; and
the second, a follower-perception model examining the relationships among the same three
constructs using LMX perceived by followers. This study included 80 matched leaders follower respondents from a Norwegian insurance company. The results of examining the
corresponding parameters in the two models revealed that a well-articulated vision has a
positive influence on the innovative climate as well as the development of stronger leader member exchange relationships. In addition, the effects of an articulated vision on the LMX
relationship were more substantial from the follower's perspective. However, no significant
results were found to indicate a mediation effect of LMX on the articulated vision and
innovative climate effect. The findings of this study have practical implications for
organizational development and leadership training to foster innovative climates in the
workplace. | en_US |
