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Human Resource Management, Innovation and Performance pp 179–196Cite as

Palgrave Macmillan

Leadership Style and Behaviour, Employee Knowledge- Sharing and Innovation Probability

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Abstract

The importance of innovation for sustained national and firm competitiveness is widely acknowledged by scholars, practitioners and policymakers (Cho & Pucik, 2005; OECD, 2012). Firms with higher levels of innovation will be more successful in responding to changing environments of deepening globalisation, increased competitiveness, rapid technological change and shorter product life cycles (Manso, 2011; Rosenblatt, 2011) and in developing new capabilities that will allow them to achieve better performance (Montes et al., 2004). Highly innovative firms ensure that a broad range of employees are involved with innovation and recognise the importance of employee-driven innovation (Høyrup, 2012). Such firms are also likely to have leaders with behaviours that are conducive to enhancing employee-driven innovation, of which knowledge-sharing is likely to be critical (Mumford et al., 2002).

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Authors
  1. Maura Sheehan
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Editor information

Editors and Affiliations

  1. Nottingham Business School, UK

    Helen Shipton

  2. Aston University, UK

    Pawan Budhwar

  3. Lancaster University Management School, UK

    Paul Sparrow

  4. University of Warwick, UK

    Alan Brown

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© 2016 Maura Sheehan

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Sheehan, M. (2016). Leadership Style and Behaviour, Employee Knowledge- Sharing and Innovation Probability. In: Shipton, H., Budhwar, P., Sparrow, P., Brown, A. (eds) Human Resource Management, Innovation and Performance. Palgrave Macmillan, London. https://doi.org/10.1057/9781137465191_12

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