Authors: Hamid Torki; Ali Nasr Esfahani; Mehdi Abzari; Hadi Teimouri
Addresses: Faculty of Administrative Sciences and Economic, University of Isfahan, Isfahan, Iran ' Faculty of Administrative Sciences and Economic, University of Isfahan, Isfahan, Iran ' Faculty of Administrative Sciences and Economic, University of Isfahan, Isfahan, Iran ' Faculty of Administrative Sciences and Economic, University of Isfahan, Isfahan, Iran
Abstract: The present study aims at designing and testing the model of innovative leadership in Saipa Corporation Automotive Group. The research method used in this study is a mix method. In the first part, a qualitative study has been carried out using grounded theory. The researcher, using theoretical sampling, has selected the sample and collected the required data using in-depth and semi-structured interviews, and has achieved theoretical saturation by 12 useful interviews with Saipa Automotive Group senior executives and professors in the field of human resource management and organisational behaviour. Data analysis was done using MAXQDA software, and after conducting open, axial and selective coding, an innovative leadership model was developed according to grounded theory. In the quantitative part, the statistical population consisted of senior, middle and operational executives of Saipa Automotive Group (3,850 people) among which, 350 have been considered as the sample size. Based on a researcher-made questionnaire extracted from the qualitative section, the data were collected, and after examination of validity and reliability through structural equation modelling, the compiled hypotheses were examined. The obtained results indicate a significant impact of causal conditions on the phenomenon of innovative leadership, the significant impact of contextual and intervening conditions on innovative leadership strategies and the positive impact of strategies on outcomes of the model.
Keywords: innovation; innovative leadership; grounded theory; Saipa Automotive Group.
International Journal of Procurement Management, 2021 Vol.14 No.4, pp.531 - 546
Received: 22 Jan 2020
Accepted: 13 May 2020
Published online: 08 Apr 2021 *