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Constructing Regression Model for Innovative Leadership Values with Regulatory Focus Theory

Yıl 2021, Cilt: 4 Sayı: 1, 1 - 15, 31.01.2022
https://doi.org/10.53804/izlek.962482

Öz

With the increasing attention towards innovative leadership, the inner world of leaders becomes a more interesting area than ever, especially their impact on the success of innovation. This study adopts the theory of consumption values (Sheth, Newman, & Gross, 1991) and the Chronic Regulatory Focus theory into the innovation management to explain how leaders decide to support novel ideas and projects. The operationalisation of this theory within the perspective of leadership and innovation would not only guide organisations for investing in innovation objectively but also; this orientation would enrich the leadership literature. Therefore, this paper aims to define the leadership’s values as an antecedent and formulate them within the regression model. This study and its suggested regression model can be facilitated to explain Leader’s behaviour for the treasure hunter who would like to mine the gold from innovation and creativity.

Kaynakça

  • AHMED, P. K. (1998). Culture and climate for innovation. European journal of innovation management.
  • BEARDEN, W. O., & WOODSIDE, A. G. (1977). Situational influence on consumer purchase intentions. Consumer and Industrial Buyer Behavior, 167-77.
  • BERLYNE, D. E., (1960). Conflict, Arousal, and Curiosity, McGraw-Hill New York.
  • BERLYNE, D. E., (1970). Novelty, Complexity, and Hedonic Value. Perception Psychophysics 8. 279-286.
  • BONEBRIGHT, D.A., (2010). 40 years of storming: a historical review of Tuckman's model of small group development. Human Resource Development International, 13(1), pp.111-120.
  • DAMASIO, A. R. (1994). Descartes’ error: Emotion, reason, and the human brain. New York: Grosset/Putnam.
  • EISENHARDT, K. M., & MARTIN, J. A. (2000). Dynamic capabilities: what are they?. Strategic management journal, 21(10‐11), 1105-1121.
  • FRIEDMAN, R.S., & FÖRSTER, J. (2001). The effects of promotion and prevention cues on creativity. Journal of Personality and Social Psychology, 81, 1001–1013.
  • GERSHMAN, S. J., & NIV, Y. (2015). Novelty and inductive generalisation in human reinforcement learning. Topics in Cognitive Science, 7(3), 391-415.
  • GOFFIN, K., & MITCHELL, R. (2016). Innovation management: effective strategy and implementation. Macmillan International Higher Education.
  • GRIFFIN, A. S., GUEZ, D. (2014). Innovation and problem solving: A review of common mechanisms. Behavioural Processes, 109, 121-134.
  • GUPTA, A. K., SMITH, K. G., & SHALLEY, C. E. (2006). The interplay between exploration and exploitation. Academy of management journal, 49(4), 693-706.
  • GURD, B., & HELLIAR, C. (2017). Looking for leaders: ‘Balancing’ innovation, risk and management control systems. The British Accounting Review, 49(1), 91-102.
  • HERSEY, P., & BLANCHARD, K. H. (1969). Life cycle theory of leadership. Training & Development Journal.
  • JANSEN, J. J., GEORGE, G., Van den BOSCH, F. A., & VOLBERDA, H. W. (2008). Senior team attributes and organisational ambidexterity: The moderating role of transformational leadership. Journal of Management Studies, 45(5), 982-1007.
  • KARK, R., & Van DIJK, D. (2007). Motivation to lead, motivation to follow: The role of the self-regulatory focus in leadership processes. Academy of management review, 32(2), 500-528.
  • LAVIE, D., STETTNER, U., & TUSHMAN, M. L. (2010). Exploration and exploitation within and across organisations. Academy of Management annals, 4(1), 109-155.
  • LEVINTHAL, D.A. (2011). A behavioural approach to strategy — What is the alternative? Strategic Management Journal, 32, 1517–1523.
  • LI, G., LIU, H., & LUO, Y. (2018). Directive versus participative leadership: Dispositional antecedents and team consequences. Journal of Occupational and Organizational Psychology, 91(3), 645-664.
  • LI, L., LI, G., SHANG, Y., & XI, Y. (2015). When does perceived leader regulatory-focused modelling lead to subordinate creativity? The moderating role of job complexity. The International Journal of Human Resource Management, 26(22), 2872-2887.
  • LOCOCK, L., DOPSON, S., CHAMBERS, D., & GABBAY, J. (2001). Understanding the role of opinion leaders in improving clinical effectiveness. Social science & medicine, 53(6), 745-757.
  • MARCH, J.G. (1991). Exploration and exploitation in organisational learning. Organisation Science, 2, 71–87.
  • MATA, R., WILKE, A., & CZIENSKOWSKI, U. (2013). Foraging across the life span: Is there a reduction in exploration with ageing? Frontiers in Neuroscience.
  • MARQUARDT, D.J., CASPER, W.J. & KUENZI, M. (2021). Leader goal orientation and ethical leadership: a socio-cognitive approach of the impact of leader goal-oriented behavior on employee unethical behavior. Journal of Business Ethics, 172(3), pp.545-561.
  • MESSICK, D. M., & MCCLINTOCK, C. G. (1968). Motivational bases of choice in experimental games. Journal of experimental social psychology, 4(1), 1-25.
  • McCLINTOCK, C. G., & Van AVERMAET, E. (1982). Social values and rules of fairness: A theoretical perspective. In Cooperation and helping behaviour (pp. 43-71). Academic Press.
  • NELSON, N., MALKOC, S. A., & SHIV, B. (2018). Emotions know best: The advantage of emotional versus cognitive responses to failure. Journal of Behavioral Decision Making, 31(1), 40-51.
  • RAISCH, S., & BIRKINSHAW, J. (2008). Organisational ambidexterity: Antecedents, outcomes, and moderators. Journal of Management, 34(3), 375-409.
  • RATNER, R. K., & HERBST, K. C. (2005). When good decisions have bad outcomes: The impact of the effect on switching behaviour. Organisational Behavior and Human Decision Processes, 96(1), 23–37.
  • ROGERS, E. M. (1962). Diffusion of Innovations, The Free Press of Glencoe, New York.
  • SCHULTZ, C., SCHREYOEGG, J., & von REITZENSTEIN, C. (2013). The moderating role of internal and external resources on the performance effect of multitasking: Evidence from the R&D performance of surgeons. Research Policy, 45, 1356–1365.
  • SHETH, J. N. (Ed.). (2011). Models of buyer behaviour: conceptual, quantitative, and empirical. Marketing Classics Press.
  • SHETH, J. N., NEWMAN, B. I., & GROSS, B. L. (1991). Why we buy what we buy: A theory of consumption values. Journal of business research, 22(2), 159-170.
  • SIMSEK, Z., HEAVEY, C.B., VEIGA, J.F., & SOUDER, D. (2009). A typology for aligning organisational ambidexterity’s conceptualisations, antecedents, and outcomes. Journal of Management Studies, 46, 864–894.
  • STIGLER, G. J. (1950). The development of utility theory. Journal of political economy, 58(4), 307-327.
  • TROTT, P. (2017). Innovation management and new product development. Pearson education.
  • TANRIKULU C. (2021). Theory of consumption values in consumer behaviour research: A review and future research agenda. Int Journal Consumer Study, 00:1– 22.
  • TUNCDOGAN, A., Van Den BOSCH, F., & VOLBERDA, H. (2015). Regulatory focus as a psychological micro-foundations of leaders’ exploration and exploitation activities. The Leadership Quarterly, 26(5), 838-850.
  • WANG, J., & LEE, A. Y. (2006). The role of regulatory focus in preference construction. Journal of Marketing research, 43(1), 28-38.
  • WU, C., MCMULLEN, J., NEUBERT, M., & YI, X. (2008). The influence of leader regulatory focus on employee creativity. Journal of Business Venturing, 23, 587– 602. doi:10.1016/j.jbusvent.2007. 09.005.

Düzenleyici Odak Kuramı ve Yenilikçi Liderlik Değerleri İçin Regresyon Modeli Oluşturma

Yıl 2021, Cilt: 4 Sayı: 1, 1 - 15, 31.01.2022
https://doi.org/10.53804/izlek.962482

Öz

Yenilikçi liderliğe artan ilgiyle birlikte, liderlerin özellikle yeniliğin başarısı üzerindeki etkileri akademisyenlerin ilgi alanına girmiş ve liderlerin bireysel değerleri ve iç dünyaları her zamankinden daha fazla ilgi alanı haline gelmiştir. Bu çalışma, liderlerin yeni fikirleri ve yenilikçilik projelerini desteklemeye nasıl karar verdiğini açıklamak için yenilikçilik yönetimini, Tüketim Değerleri (Sheth, Newman ve Gross, 1991) ve Kronik Uyum Odak teorilerine uyarlamıştır. Bu teorinin liderlik ve yenilikçilik perspektifinde operasyonel hale getirilmesi, organizasyonlara yenilikçiliğe objektif olarak yatırım yapmalarına rehberlik etmekle kalmayacak, aynı zamanda bu yönelim liderlik literatürünü zenginleştirecektir. Bu nedenle, bu makale liderliğin değerlerini bir öncül olarak tanımlamayı ve onları bir regresyon modeli içinde formüle etmiştir. Bu çalışma, liderlerin davranışlarını açıklamayı kolaylaştırıp yenilik ve yaratıcılıktan faydalanmak isteyen hazine avcıları için bir fırsat oluşturacaktır.

Kaynakça

  • AHMED, P. K. (1998). Culture and climate for innovation. European journal of innovation management.
  • BEARDEN, W. O., & WOODSIDE, A. G. (1977). Situational influence on consumer purchase intentions. Consumer and Industrial Buyer Behavior, 167-77.
  • BERLYNE, D. E., (1960). Conflict, Arousal, and Curiosity, McGraw-Hill New York.
  • BERLYNE, D. E., (1970). Novelty, Complexity, and Hedonic Value. Perception Psychophysics 8. 279-286.
  • BONEBRIGHT, D.A., (2010). 40 years of storming: a historical review of Tuckman's model of small group development. Human Resource Development International, 13(1), pp.111-120.
  • DAMASIO, A. R. (1994). Descartes’ error: Emotion, reason, and the human brain. New York: Grosset/Putnam.
  • EISENHARDT, K. M., & MARTIN, J. A. (2000). Dynamic capabilities: what are they?. Strategic management journal, 21(10‐11), 1105-1121.
  • FRIEDMAN, R.S., & FÖRSTER, J. (2001). The effects of promotion and prevention cues on creativity. Journal of Personality and Social Psychology, 81, 1001–1013.
  • GERSHMAN, S. J., & NIV, Y. (2015). Novelty and inductive generalisation in human reinforcement learning. Topics in Cognitive Science, 7(3), 391-415.
  • GOFFIN, K., & MITCHELL, R. (2016). Innovation management: effective strategy and implementation. Macmillan International Higher Education.
  • GRIFFIN, A. S., GUEZ, D. (2014). Innovation and problem solving: A review of common mechanisms. Behavioural Processes, 109, 121-134.
  • GUPTA, A. K., SMITH, K. G., & SHALLEY, C. E. (2006). The interplay between exploration and exploitation. Academy of management journal, 49(4), 693-706.
  • GURD, B., & HELLIAR, C. (2017). Looking for leaders: ‘Balancing’ innovation, risk and management control systems. The British Accounting Review, 49(1), 91-102.
  • HERSEY, P., & BLANCHARD, K. H. (1969). Life cycle theory of leadership. Training & Development Journal.
  • JANSEN, J. J., GEORGE, G., Van den BOSCH, F. A., & VOLBERDA, H. W. (2008). Senior team attributes and organisational ambidexterity: The moderating role of transformational leadership. Journal of Management Studies, 45(5), 982-1007.
  • KARK, R., & Van DIJK, D. (2007). Motivation to lead, motivation to follow: The role of the self-regulatory focus in leadership processes. Academy of management review, 32(2), 500-528.
  • LAVIE, D., STETTNER, U., & TUSHMAN, M. L. (2010). Exploration and exploitation within and across organisations. Academy of Management annals, 4(1), 109-155.
  • LEVINTHAL, D.A. (2011). A behavioural approach to strategy — What is the alternative? Strategic Management Journal, 32, 1517–1523.
  • LI, G., LIU, H., & LUO, Y. (2018). Directive versus participative leadership: Dispositional antecedents and team consequences. Journal of Occupational and Organizational Psychology, 91(3), 645-664.
  • LI, L., LI, G., SHANG, Y., & XI, Y. (2015). When does perceived leader regulatory-focused modelling lead to subordinate creativity? The moderating role of job complexity. The International Journal of Human Resource Management, 26(22), 2872-2887.
  • LOCOCK, L., DOPSON, S., CHAMBERS, D., & GABBAY, J. (2001). Understanding the role of opinion leaders in improving clinical effectiveness. Social science & medicine, 53(6), 745-757.
  • MARCH, J.G. (1991). Exploration and exploitation in organisational learning. Organisation Science, 2, 71–87.
  • MATA, R., WILKE, A., & CZIENSKOWSKI, U. (2013). Foraging across the life span: Is there a reduction in exploration with ageing? Frontiers in Neuroscience.
  • MARQUARDT, D.J., CASPER, W.J. & KUENZI, M. (2021). Leader goal orientation and ethical leadership: a socio-cognitive approach of the impact of leader goal-oriented behavior on employee unethical behavior. Journal of Business Ethics, 172(3), pp.545-561.
  • MESSICK, D. M., & MCCLINTOCK, C. G. (1968). Motivational bases of choice in experimental games. Journal of experimental social psychology, 4(1), 1-25.
  • McCLINTOCK, C. G., & Van AVERMAET, E. (1982). Social values and rules of fairness: A theoretical perspective. In Cooperation and helping behaviour (pp. 43-71). Academic Press.
  • NELSON, N., MALKOC, S. A., & SHIV, B. (2018). Emotions know best: The advantage of emotional versus cognitive responses to failure. Journal of Behavioral Decision Making, 31(1), 40-51.
  • RAISCH, S., & BIRKINSHAW, J. (2008). Organisational ambidexterity: Antecedents, outcomes, and moderators. Journal of Management, 34(3), 375-409.
  • RATNER, R. K., & HERBST, K. C. (2005). When good decisions have bad outcomes: The impact of the effect on switching behaviour. Organisational Behavior and Human Decision Processes, 96(1), 23–37.
  • ROGERS, E. M. (1962). Diffusion of Innovations, The Free Press of Glencoe, New York.
  • SCHULTZ, C., SCHREYOEGG, J., & von REITZENSTEIN, C. (2013). The moderating role of internal and external resources on the performance effect of multitasking: Evidence from the R&D performance of surgeons. Research Policy, 45, 1356–1365.
  • SHETH, J. N. (Ed.). (2011). Models of buyer behaviour: conceptual, quantitative, and empirical. Marketing Classics Press.
  • SHETH, J. N., NEWMAN, B. I., & GROSS, B. L. (1991). Why we buy what we buy: A theory of consumption values. Journal of business research, 22(2), 159-170.
  • SIMSEK, Z., HEAVEY, C.B., VEIGA, J.F., & SOUDER, D. (2009). A typology for aligning organisational ambidexterity’s conceptualisations, antecedents, and outcomes. Journal of Management Studies, 46, 864–894.
  • STIGLER, G. J. (1950). The development of utility theory. Journal of political economy, 58(4), 307-327.
  • TROTT, P. (2017). Innovation management and new product development. Pearson education.
  • TANRIKULU C. (2021). Theory of consumption values in consumer behaviour research: A review and future research agenda. Int Journal Consumer Study, 00:1– 22.
  • TUNCDOGAN, A., Van Den BOSCH, F., & VOLBERDA, H. (2015). Regulatory focus as a psychological micro-foundations of leaders’ exploration and exploitation activities. The Leadership Quarterly, 26(5), 838-850.
  • WANG, J., & LEE, A. Y. (2006). The role of regulatory focus in preference construction. Journal of Marketing research, 43(1), 28-38.
  • WU, C., MCMULLEN, J., NEUBERT, M., & YI, X. (2008). The influence of leader regulatory focus on employee creativity. Journal of Business Venturing, 23, 587– 602. doi:10.1016/j.jbusvent.2007. 09.005.
Toplam 40 adet kaynakça vardır.

Ayrıntılar

Birincil Dil İngilizce
Bölüm Makaleler
Yazarlar

Hakan Satıroglu 0000-0001-7483-4305

Lu Liu Bu kişi benim 0000-0003-3047-7208

Yayımlanma Tarihi 31 Ocak 2022
Gönderilme Tarihi 6 Temmuz 2021
Kabul Tarihi 24 Ocak 2022
Yayımlandığı Sayı Yıl 2021 Cilt: 4 Sayı: 1

Kaynak Göster

APA Satıroglu, H., & Liu, L. (2022). Constructing Regression Model for Innovative Leadership Values with Regulatory Focus Theory. İzlek Akademik Dergi, 4(1), 1-15. https://doi.org/10.53804/izlek.962482


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