Cross-sectional study reveals leadership and organizational culture alignment boosts innovative behavior in construction personnel, highlighting the importance of leader-organization fit.
Key Points
To examine the joint congruence effect of leadership styles and organizational culture on project members' innovative behaviors in construction project settings.
Administered cross-sectional, self-reported survey questionnaires to N=217 project managers and employees across various construction projects in China.
Tested hypotheses using polynomial regression and mapped interaction patterns through response surface analysis based on person-organization fit theory.
High congruence between organizational culture and both transformational and transactional leadership styles significantly elicited higher levels of innovative behavior among project members.
Asymmetrical incongruence effects showed lower innovative behavior when organizational culture was stronger than leadership styles within the innovation dimension.
Higher innovative behavior occurred when harmony culture was weaker than the corresponding leadership styles.