Influence of Perceived Leadership Styles and Organizational Culture on Organizational Innovativeness

Abstract

The study examined the influence of leadership styles and organizational culture on organizational innovativeness among Ghanaian organizations. One hundred and seventy five (175) respondents were conveniently sampled from six organizations in the manufacturing, telecommunication and financial sectors in Ghana for the study. All selected participants completed questionnaires on Leadership approaches, Organizational culture typologies, and Organizational innovativeness constructs. The data gathered was analyzed using linear multiple regression analysis. The results indicated that both leadership style and organizational culture significantly predicted organizational innovativeness. The results further revealed that innovative culture accounted for more variance in organizational innovativeness than competitive, community and bureaucratic cultures. Also, participative leadership style accounted for more variance in organizational innovativeness as compared to supportive and directive styles. Based on these results it was concluded that, leadership style and organizational culture significantly predicted organizational innovativeness.