Title: The relationship between transformational leadership and innovative behaviour in a healthcare context: a team learning versus a cohesion perspective

Authors: Karin Sanders; Helen Shipton

Addresses: Faculty of Behavioural Sciences, Work & Organisational Psychology, University of Twente, The Netherlands. ' Aston Business School, Aston University, Birmingham, UK

Abstract: The purpose of this study was to explore whether the relationship between transformational leadership and innovative behaviour is explained via the mediating role of team learning, or whether instead team cohesion mediates this relationship. Using survey data from 158 professionals within 21 teams in the Dutch healthcare context, we tested by means of hierarchical regression analyses: (a) the relationship between transformational leadership and innovative behaviour; (b) whether team learning or cohesion mediates this relationship; and (c) the relationship between team learning and cohesion, in relation to transformational leadership. Results showed that transformational leadership is positively related to innovative behaviour and that both cohesion and team learning mediate this relationship, with team learning being the strongest mediator. Addressing a neglected area, our study provides evidence to show that managers who enhance team learning are likely to maximise employees' scope for engaging in innovative behaviours.

Keywords: transformational leadership; innovative behaviour; team learning; team cohesion; The Netherlands; healthcare.

DOI: 10.1504/EJIM.2012.044759

European Journal of International Management, 2012 Vol.6 No.1, pp.83 - 100

Published online: 22 Nov 2014 *

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