Leadership, Autonomy and Innovation on a High-Tech Organization

Conference paper
Part of the Advances in Intelligent Systems and Computing book series (AISC, volume 747)

Abstract

The purpose of the case study we are presenting was to explore the relationship between transformational leadership and innovative behaviour and the mediating or moderating role of team-level autonomy in the context of high-tech organizations oriented for innovation. A case study was developed in a High-Tech organization, from the north of Portugal. The study research design involved quantitative and qualitative methods. However, for the purpose of this paper, partial results of the quantitative study are being presented. From 143 employees who fulfil the conditions needed to participate in the study (members of a team and didn’t have any leadership position), seventy-six answered, which points out for a response tax of 53%. A questionnaire that included three scales was applied: Global Transformational Leadership (GTL); Team-Level Autonomy (TLA) and Innovative Behaviour (IB). It was found a positive relation between transformational leadership and innovative behaviour and another positive relation between transformational leadership and team level autonomy. Surprising, no relation was found between team level autonomy and innovative behaviour. As discussed, this result may be related to the need of maturing relations and work processes, as this firm is young (8 years since its inception).

Keywords

Creativity Innovation Leadership Team High-tech organizations 

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Copyright information

© Springer International Publishing AG, part of Springer Nature 2018

Authors and Affiliations

  1. 1.School of PsychologyUniversity of MinhoBragaPortugal

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