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This study investigated the effects of leader-empowering behavior on the level of innovation among professional project teams. The study was conducted in two phases. Phase I used extensive field-based interviews to develop measures of leader-empowering behavior and team-level innovation. Phase II applied the scales to test the relationship between the two variables. Ratings of team-level innovation were supplied by the principals of 20 firms. Ratings of leader-empowering behavior were supplied by members of 60 teams within the 20firms. The results demonstrated a significant relationship between leaders 'empowering behavior and evaluations of team innovation made by the finns' principals. The study identifies explicit behaviors managers can employ to stimulate innovation among teams.
Burpitt et al. (Fri,) studied this question.
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