Innovation and Leadership: A Study of Organizations Based in the United Arab Emirates

Abstract

The successful practice of innovation in any organization demands the integration and interaction of individual, collective, and organizational climate levels of management. Leadership styles have an impact on all these three levels of management. However, little work has been done to assess this impact, especially in the context of United Arab Emirates (UAE)-based organizations. This study was conducted with the purpose of assessing whether leadership processes, tools, and techniques differ in innovative organizations and, thereafter, propose general leadership requirements for innovative projects in the UAE. This study adopts statistical data-processing methods, such as descriptive statistics, the reliability of the instrument, correlation, and regression analysis. Data obtained through a survey of UAE-based organizations were used for analyzing whether innovativeness (as perceived by employees) is statistically correlated with leadership dimensions. The research results show that the transformational leadership style scores better over transactional leadership when it comes to predicting innovations.

Transformational, Transactional, Laissez-faire Leadership Styles and Employee Engagement: Evidence From Vietnam’s Public Sector

“…This is considered the main motivation for leaders to create employee engagement with the organization. Transformational leaders are attractive because they always believe in employees, are change agents and always pay attention to improving the working capacity of employees in the organization, and organize the learning process so that the organization can cope with complexity as well as being very proactive in building an atmosphere of job satisfaction and engagement to leadership performance (Agarwal & Gupta, 2021). According to Burns (1978) transformational leadership has some values such as justice, fairness, honesty, and honor, which are the ultimate values that cannot be bargained or exchanged so that they can unleash their creativity, so leaders get great power through the mobilization of collective intelligence, new ideas and are an important condition for building learning organizations practice that not all leadership styles create these values (Moradi Korejan & Shahbazi, 2016).…”

The Role of Employees' Innovative Work in Mediation of The Influence of Transformational Leadership on Performance Improvement

“…Based on table 7, the results of interviews with respondents related to indicators, it is found that the trust from superiors to subordinates is following expectations but still following authority so that attendants are freer to carry out their duties. The confidence from managers to associates follows one of the characteristics of transformational leadership: leaders must be visionary and believe in assistants (Agarwal & Gupta, 2021), giving this indicator a Moderately Satisfied rating. has become a role model for me because my VP is extensive, and there are several things that he understands and teaches me.…”

“…Still, not all employees are excited only by motivation and because sufficient operations are often given very briefly. Leaders motivate subordinates to improve performance (Agarwal & Gupta, 2021) and provide expectations to members about achievable goals (Bass & Riggio, 2006), so the assessment given with some notes is Moderately Satisfied. Based on table 11, the results of interviews with respondents related to indicators of innovation from leaders have not been felt by respondents because they tend to get stuck with existing work and take up time so that opportunities for brainstorming with leaders do not exist, this is not in line with the characteristics of transformational leadership, namely looking for problem-solving from different perspectives and suggesting new ways of doing things (Bass & Riggio, 2006), For this reason, a value of Not satisfied on the Innovation indicator is given.…”

Evidências De Estilo De Liderança E O Isomorfismo: Uma Análise Em Entidades Públicas

“…Os liderados são agentes de mudança e sempre estão atentos à melhoria da capacidade de trabalho dos funcionários na organização, além de serem muito proativos na construção de uma atmosfera de satisfação no trabalho e engajamento no desempenho da liderança (Downton, 1973;Burns, 1978;Bass, 1985;Avolio et al, 1988;Bass & Avolio, 1990;Judge & Piccolo, 2004;Agarwal & Gupta, 2021) explicam que a liderança transformacional tem alguns valores como justiça, equidade, honestidade e honra, que não podem ser trocados para que os liderados possam liberar sua criatividade.…”