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A model of the relationship between leadership styles, organisational climate, innovation and performance

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dc.contributor.advisor Steyn, Renier
dc.contributor.author Sethibe, Tebogo Gilbert
dc.date.accessioned 2018-02-16T12:39:48Z
dc.date.available 2018-02-16T12:39:48Z
dc.date.issued 2016-11
dc.identifier.citation Sethibe, Tebogo Gilbert (2016) A model of the relationship between leadership styles, organisational climate, innovation andperformance, University of South Africa, Pretoria, <http://hdl.handle.net/10500/23615>
dc.identifier.uri http://hdl.handle.net/10500/23615
dc.description.abstract Knowledge about the antecedents to and the consequences of innovation is often studied in a fragmented way, resulting in an incomplete understanding of the dynamics that drive organisational performance. The purpose of this study is to develop a comprehensive model explaining the relationship between leadership style, organisational climate, innovation and organisational performance. The systematic literature review procedure was used to identify, analyse and critically evaluate studies that examined the relationship between leadership style, organisational climate, innovation and organisational performance. Given this information as background a cross-sectional survey design was used to test the relationship between the named variables. Firstly, a measurement model was tested with data collected from 3 180 respondents, representing 52 companies. Secondly, a structural path model was tested, with data collected from 231 employees representing 112 companies. The findings of the systematic literature review revealed that empirical studies that link the four variables are scarce; in the main, combinations of three variables are found. It also revealed that measures of innovation and performance vary vastly, inhibiting the incremental development of a comprehensive empirical body of knowledge. The results of the measurement model substantiated differentiation between leadership styles and the expected positive correlation between both transformational and transactional leadership and innovative behaviour. Furthermore, the results showed that not all components of leadership impacted positively on innovative behaviours. The structural path model showed that a transformational leadership style has a direct impact on the organisational climate, innovation and organisational performance. In contrast, a transactional leadership style had a direct impact on organisational performance, but no relationship was found between transactional leadership style and organisational climate and innovation. This study is important as it provides a unified model of innovation that focuses on both antecedents, as well as the outcomes of innovation, in a more comprehensive manner than any previous study. en
dc.format.extent 1 online resource (v, 247 leaves) : color illustrations
dc.language.iso en en
dc.subject Leadership style en
dc.subject Innovation en
dc.subject Climate en
dc.subject Performance en
dc.subject South Africa en
dc.subject.ddc 658.40130968
dc.subject.lcsh Organizational effectiveness -- South Africa en
dc.subject.lcsh Corporate culture -- South Africa en
dc.subject.lcsh Performance en
dc.subject.lcsh Leadersip
dc.subject.lcsh Creative ability in business -- South Africa en
dc.title A model of the relationship between leadership styles, organisational climate, innovation and performance en
dc.type Thesis en
dc.description.department Graduate School of Business Leadership (SBL en
dc.description.degree DBL


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  • DBL Theses [57]
  • Unisa ETD [8869]
    Electronic versions of theses and dissertations submitted to Unisa since 2003

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