The interplay of organisational culture, transformational leadership and organisation innovativeness: Evidence from India

Management scholars highlight that organisational culture and leadership have a predominant multilayer impact on corporate learning leading to innovativeness. Nevertheless, the management literature is insufficient to address the issue because the previous empirical studies about organisational culture and leadership only apply to some partial and simple conceptualisations. Drawing from the competing values framework for culture, leader-member exchange and organisational learning theories, we contribute by conceptualising a four-dimensional model of organisational culture for Indian firms. We tested and found support for the culture-innovativeness relationship moderated by transformational leadership. Finally, we discuss implications, limitations, and future directions for research.

Automated summary

Management scholars emphasize that organizational culture and leadership have a significant impact on corporate learning and innovation. However, previous empirical studies on organizational culture and leadership have been limited to partial and simplistic conceptualizations. By drawing from the competing values framework for culture, leader-member exchange, and organizational learning theories, we propose a four-dimensional model of organizational culture for Indian firms. We have tested and found support for the relationship between culture and innovation, which is moderated by transformational leadership. Finally, we discuss the implications, limitations, and future research directions.