Volume 25, Issue 4 (3-2023)                   jha 2023, 25(4): 69-86 | Back to browse issues page

XML Persian Abstract Print

Download citation:
BibTeX | RIS | EndNote | Medlars | ProCite | Reference Manager | RefWorks
Send citation to:

Saeed H, Md Som H, Mahmood R, Hamid H. Organizational innovation and leadership styles in healthcare with the mediating role of organizational culture. jha 2023; 25 (4) :69-86
URL: http://jha.iums.ac.ir/article-1-4223-en.html
1- Ph.D Candidate, Putra Business School, University Putra Malaysia, Selangor, Malaysia. , hamid.saeed95@gmail.com
2- Professor, Putra Business School, University Putra Malaysia, Selangor, Malaysia.
3- MD, National Hospital, Lahore, Punjab, Pakistan.
Abstract:   (1393 Views)
Introduction: Innovation in healthcare organizations is essential to provide high-quality patient care. The theories of leadership and innovation have established a strong relationship between leadership styles and organizational innovation. The study examined the relationship between leadership styles and organizational innovation in the healthcare sector as perceived by medical doctors. The mediating effect of organizational culture on relationships was also tested.
Methods: This applied study employed a cross-sectional survey design and data was collected using an online and standard questionnaire. A proportionate stratified random sampling technique was used to draw a sample from the population that consisted of medical doctors working full-time for the five largest public sector hospitals in Lahore, Pakistan. Data analysis was conducted by descriptive and inferential statistics (Structural Equation Modeling (SEM) and confirmatory factor analysis) using SPSS and Smart-PLS software.
Results: The results suggested that there are significant and positive relationships between leadership styles and organizational innovation (p = 0.000, p = 0.030). The indirect path analysis of mediation revealed that organizational culture mediated the relationship between the three leadership styles and organizational innovation (p<0.001). However, the direct effect of transformational leadership and ambidextrous leadership on organizational innovation became insignificant (p>0.05) after incorporating organizational culture as a mediator, proving its impact on innovation.
Conclusion: This study provides evidence of the significance of paying attention to the leadership style of healthcare supervisors as it potentially has an impact on administrative and technological innovation. The study provides empirical evidence to healthcare managers and policymakers on the essential traits of healthcare supervisors who can promote innovation. The study also provides evidence of the importance of a supportive workplace culture that promotes innovative behaviors among medical doctors.
Full-Text [PDF 766 kb]   (853 Downloads)    
Type of Study: Research | Subject: Health Services Management
Received: 2022/08/25 | Accepted: 2022/12/21 | Published: 2023/04/25

1. Marjanovic S, Sim M, Dubow T, Corbett J, Harte E, Parks S, et al. Innovation as a driver of quality and productivity in UK healthcare: Creating and connecting receptive places-Emerging Insights. Rand Health Q. 2018;7(4). [DOI:10.7249/WR1186]
2. Raghavan A, Demircioglu MA, Taeihagh A. Public health innovation through cloud adoption: A comparative analysis of drivers and barriers in Japan, South Korea, and Singapore. Int J Environ Res Public Health. 2021;18(1):1-30. [DOI:10.3390/ijerph18010334]
3. Arranz N, Arroyabe M, Li J, De Arroyabe JCF. Innovation as a driver of eco-innovation in the firm: An approach from the dynamic capabilities theory. Bus Strategy Environ. 2020;29(3):1494-503. [DOI:10.1002/bse.2448]
4. Harel R, Schwartz D , Kaufmann D. Organizational culture processes for promoting innovation in small businesses. EuroMed Journal of Business. 2020;16(2):218-240. [DOI:10.1108/EMJB-03-2020-0027]
5. Bayraktar CA, Hancerliogullari G, Cetinguc B, Calisir F. Competitive strategies, innovation, and firm performance: An empirical study in a developing economy environment. Technol Anal Strateg Manag. 2017;29(1):38-52. [DOI:10.1080/09537325.2016.1194973]
6. Kafetzopoulos D, Psomas E, Skalkos D. Innovation dimensions and business performance under environmental uncertainty. Eur J Innovat Manag. 2020;23(5):856-76. [DOI:10.1108/EJIM-07-2019-0197]
7. Wang G, Courtright SH, Colbert AE. Transformational leadership and performance across criteria and levels: A meta-analytic review of 25 years of research. Group Organ Manag. 2011;36(2):223-70. [DOI:10.1177/1059601111401017]
8. Afsar B, Badir YF, Saeed B. Transformational leadership and innovative work behavior. Ind Manag Data Syst. 2014;114(8):1270-300. [DOI:10.1108/IMDS-05-2014-0152]
9. Lee A, Legood A, Hughes D, Tian AW, Newman A, Knight C. Leadership , creativity and innovation : A meta- analytic review. Eur J Work Organ Psychol. 2020;29(1):1-35. [DOI:10.1080/1359432X.2019.1661837]
10. AlBlooshi M, Shamsuzzaman M, Haridy S. The relationship between leadership styles and organisational innovation : A systematic literature review and narrative synthesis. Eur J Innovat Manag. 2021;24(2): 338-70. [DOI:10.1108/EJIM-11-2019-0339]
11. Bass BM. Two decades of research and development in transformational leadership. Eur J Work Organ Psychol. 1999;8(1):9-32. [DOI:10.1080/135943299398410]
12. Yukl G. Leadership in Organizations. 6th ed. Hoboken: Pearson Prentice Hall; 2006.
13. Nguyen TN, Shen CH, Le PB. Influence of transformational leadership and knowledge management on radical and incremental innovation: The moderating role of collaborative culture. Kybernetes. 2022;51(7):2240-58. [DOI:10.1108/K-12-2020-0905]
14. Sarwar U, Zamir S, Fazal K, Hong Y, Yong QZ. Impact of leadership styles on innovative performance of female leaders in Pakistani Universities. PLoS One. 2022;17(5):1-16. [DOI:10.1371/journal.pone.0266956]
15. Al-Husseini S, El Beltagi I, Moizer J. Transformational leadership and innovation: The mediating role of knowledge sharing amongst higher education faculty. Int J Leader Educ. 2021;24(5): 670-93. [DOI:10.1080/13603124.2019.1588381]
16. Taylor A, Santiago F, Hynes R. Relationships among leadership, organizational culture, and support for innovation. In: Mickahail BK, Aquino CTE, editors. Effective and Creative Leadership in Diverse Workforces. Switzerland AG: Springer; 2019. p.11-42. [DOI:10.1007/978-3-030-02348-5_2]
17. Pradhan S, Jena LK. Does meaningful work explains the relationship between transformational leadership and innovative work behaviour? Vikalpa. 2019;44(1):30-40. [DOI:10.1177/0256090919832434]
18. Nguyen NT, Hooi LW, Avvari MV. Leadership styles and organisational innovation in Vietnam: Does employee creativity matter? Int J Prod Perform Manag. 2023;72(2):331-60. [DOI:10.1108/IJPPM-10-2020-0563]
19. Bass BM, Avolio BJ. Improving organizational effectiveness through transformational leadership. Thousand Oaks: Sage Publications; 1994.
20. Baafi F, Ansong A, Dogbey KE, Owusu NO. Leadership and innovative work behaviour within Ghanaian metropolitan assemblies: Mediating role of resource supply. International Journal of Public Sector Management. 2021;34(7):765-82. [DOI:10.1108/IJPSM-01-2021-0005]
21. AlNuaimi BK, Singh SK, Harney B. Unpacking the role of innovation capability: Exploring the impact of leadership style on green procurement via a natural resource-based perspective. J Bus Res. 2021;134:78-88. [DOI:10.1016/j.jbusres.2021.05.026]
22. Setiawan R, Eliyana A, Suryani T, Pratama A. The effect of transformational leadership on organizational innovation through employee creativity and internal social capital in the pandemic time of Covid-19. Acad Strat Manag J. 2021;20(45):1-21.
23. Alrowwad A, Habis Abualoush SH, Masa'deh R. Innovation and intellectual capital as intermediary variables among transformational leadership, transactional leadership, and organizational performance. J Manag Dev. 2020;39(2):196-222. [DOI:10.1108/JMD-02-2019-0062]
24. Rosing K, Frese M, Bausch A. Explaining the heterogeneity of the leadership-innovation relationship: Ambidextrous leadership. Leadersh Q. 2011;22(5):956-74. [DOI:10.1016/j.leaqua.2011.07.014]
25. Lawrence ET, Tworoger L, Ruppel CP, Yurova Y. TMT leadership ambidexterity: Balancing exploration and exploitation behaviors for innovation. Eur J Innovat Manag. 2022;25(3):703-19. [DOI:10.1108/EJIM-07-2020-0275]
26. Jia R, Hu W, Li S. Ambidextrous leadership and organizational innovation: The importance of knowledge search and strategic flexibility. J Knowl Manag. 2021;26(3):781-801. [DOI:10.1108/JKM-07-2020-0544]
27. Wang S, Eva N, Newman A, Zhou H. A double-edged sword: The effects of ambidextrous leadership on follower innovative behaviors. Asia Pac J Manag. 2021;38(4):1305-26. [DOI:10.1007/s10490-020-09714-0]
28. Cameron KS, Quinn RE. Diagnosing and changing organizational culture: based on the competing values framework. Boston: Addison-Wesley; 1999.
29. Setiawan, R. A study of behaviour management: The effect of transformational leadership to employee innovative behaviour through collaborative human resource management and adhocracy organizational culture. Syst Rev Pharm. 2020:11(12):2353-67.
30. Villaluz VC, Hechanova MRM. Ownership and leadership in building an innovation culture. Leader Organ Dev J. 2019;40(2):138-50. [DOI:10.1108/LODJ-05-2018-0184]
31. Abecassis-Moedas C, Gilson LL. Drivers and levels of creative leadership: An examination of choreographers as directive and integrative leaders. Innovation. 2018;20(2):122-38. [DOI:10.1080/14479338.2017.1394793]
32. Odunlami JO, Ali H, Ishak S. Impact of principal leadership style and teacher quality on teacher's productivity : A conceptual paper. Asian Journal of Multidisciplinary Studies. 2017;5(10):83-89.
33. Hsu CL, Lin JCC. Acceptance of blog usage: The roles of technology acceptance, social influence and knowledge sharing motivation. Inform Manag. 2008;45(1):65-74. [DOI:10.1016/j.im.2007.11.001]
34. Hair JF, Hult GTM, Ringle CM, Sarstedt M. A primer on partial least squares structural equation modeling (PLS-SEM). 3th ed. Los Angeles: Sage Publications; 2022. [DOI:10.1007/978-3-030-80519-7]
35. Podsakoff PM, MacKenzie SB, Lee J-Y, Podsakoff NP. Common method biases in behavioral research: A critical review of the literature and recommended remedies. J Appl Psychol. 2003;88(5):879-903. [DOI:10.1037/0021-9010.88.5.879]
36. Kline TJB. Psychological testing: A practical approach to design and evaluation. Thousand Oaks: Sage Publications; 2005. [DOI:10.4135/9781483385693]
37. Lim WM. Antecedents and consequences of e-shopping: An integrated model. Internet Res. 2015;25(2):184-217. [DOI:10.1108/IntR-11-2013-0247]
38. Fornell C, Larcker DF. Evaluating structural equation models with unobservable variables and measurement error. J Mark Res. 1981;18(1):39-50. [DOI:10.1177/002224378101800104]
39. Al-Farhan M. The influence of transformational leadership on individual and team innovativeness in the hospital sector in the United Arab Emirates [Dissertation]. United Kingdom: Nottingham Trent University; 2018.
40. Sattayaraksa T, Boon-itt S. The roles of CEO transformational leadership and organizational factors on product innovation performance. Eur J Innovat Manag, 2018;21(2):227-49. [DOI:10.1108/EJIM-06-2017-0077]
41. Contreras F, Espinosa JC, Acosta YAC, Dornberger U. Leadership and employees' innovative work behavior: Test of a mediation and moderation model. Asian Soc Sci. 2017;13(9):9-25. [DOI:10.5539/ass.v13n9p9]
42. Rizki M, Parashakti RD, Saragih L. The effect of transformational leadership and organizational culture towards employees' innovative behaviour and performance. International Journal of Economics & Business Administration. 2019;7(1):227-39. [DOI:10.35808/ijeba/208]
43. Zheng J, Wu G, Xie H, Li H. Leadership, organizational culture, and innovative behavior in construction projects: The perspective of behavior-value congruence. International Journal of Managing Projects in Business. 2019;12(4):888-918. [DOI:10.1108/IJMPB-04-2018-0068]
44. Yang M, Luu TT, Qian DX. Linking transformational leadership to team service innovation in the hospitality industry: A team-level mediation and moderation investigation. J Hospit Tourism Manag. 2021;49:558-69. [DOI:10.1016/j.jhtm.2021.11.011]

Add your comments about this article : Your username or Email:

Send email to the article author

Rights and permissions
Creative Commons License This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.

© 2024 CC BY-NC 4.0 | Journal of Health Administration

Designed & Developed by : Yektaweb