| Innovation is a process of related activities that can be grouped into stages. This process starts from idea generation, progresses further by idea promotion, and ends with idea implementation. Employee performance at each stage of innovation will be influenced by different factors because the requirements and targets of each stage vary. Leadership is argued to be one of the most immediate and potent forces that encourage innovation. At different stages, leaders deemed effective in motivating followers to be innovative may exhibit a different range of qualities and behaviors. In spite of the leader's prominent role in innovation, according to the substitute of leadership theory (SLT), certain features of the person, situation, or task can reduce or even replace the effects of leadership on innovation. Team learning behavior (TLB), work contacts, and team initiative are conceptually associated with idea generation, idea promotion, and idea implementation, respectively. These factors jointly influence innovation with leadership behaviors.;Through a combination of literature search and in-depth interviews, Study 1 identified innovation-oriented leadership behaviors that influence followers to fulfill the objective of innovation. Three factors, namely, leadership for idea generation, idea promotion, and idea implementation were extracted. Study 2 examined the effectiveness of innovation-oriented leadership on the overall innovation of followers. Innovation-oriented leadership behaviors specific to idea generation, idea promotion, and idea implementation were also associated with their increased corresponding innovative performances. Furthermore, SLT was used to explain in what way TLB, work contacts, and team initiative influence the positive relationship between leadership and its corresponding outcomes. TLB, work contacts, and team initiative reduced the effectiveness of leadership on the outcomes and were thus qualified as substitutes.;Study 3 confirmed and extended the findings of Study 2 by incorporating objective measures of innovation (quantity and quality of innovation) and involving line workers, a sample different from knowledge workers in Study 2. The findings of Study 3 showed that innovation-oriented leadership as a whole not only enhances leader-rated innovative work behaviors, but also increases the quantity of innovation. |
