The relationship between the Full Range of Leadership Theory and research and development team climate for innovation

by Rose, Mark M., Ph.D., CAPELLA UNIVERSITY, 2014, 137 pages; 3608120


This study was designed to examine the relationship between the Full Range of Leadership Theory (FRLT) leadership styles of transformational, transactional, and passive-avoidant leadership and their respective behavioral subcomponents and team climate for innovation. The Multifactor Leadership Questionnaire (MLQ) 5x-Short Rater Form and the Team Climate Inventory (TCI) instruments were used in this study for assessing the perceived leadership styles of research and development team leaders and their respective team’s climate for innovation. The correlational research design was cross-sectional, quantitative, and non-experimental in which 95 manufacturing industry’s research and development team members in the United States participated as a simple random sample from a Qualtrics panel database. The study findings showed support for most of the hypotheses indicating that transformational and transactional leadership styles and behaviors of the FRLT have a significant and positive relationship with team climate for innovation in contrast to passive-avoidant leadership behaviors having little to no significant or positive relationship. Suggestions for future research include adding qualitative data to the study and adding quantifiable innovation output information in a longitudinal study setting to examine how leadership styles and behaviors change over time and relate to team output.

AdviserTerry M. Walker
Source TypeDissertation
SubjectsManagement; Organizational behavior
Publication Number3608120

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