The direct and indirect influence of transformational leadership, perceived organizational support, and perceived organizational support, and perceived organizational culture on public service innovation outcomes: a study of the innovation teams in field administration of Bangladesh
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2021
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eng
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251 leaves
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b213161
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This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.
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National Institute of Development Administration. Library and Information Center
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Shumshunnahar, Mst (2021). The direct and indirect influence of transformational leadership, perceived organizational support, and perceived organizational support, and perceived organizational culture on public service innovation outcomes: a study of the innovation teams in field administration of Bangladesh. Retrieved from: https://repository.nida.ac.th/handle/662723737/5848.
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The direct and indirect influence of transformational leadership, perceived organizational support, and perceived organizational support, and perceived organizational culture on public service innovation outcomes: a study of the innovation teams in field administration of Bangladesh
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Abstract
Public organizations are facing the challenge of delivering services with growing demands of the masses. In order to control these challenges, innovation and the creative abilities of public organizations, specifically team level innovation through transformational leadership and preceived organizational support, are a must.The purpose of this study is to assess the direct influence of transformational leadership and perceived organizational support on public service innovation outcomes as well as their indirect influence through moderator perceived organizational culture and mediating factor creativity. Both quantitative and qualitative methods were followed for this study. Other than a survey through a structured questionnaire, data were collected from eight in-depth interviews of chief innovation officers and two FGDs with the service recipients. Questionnaires were distributed among 500 innovation team members at the district and upazila level adminstration and 372 questionnaires were received with no missing data yielding a response rate of 74.4%. Before the full-phased data collection, a pretest of 50 potential respondents was carried out. The item-objective congruence (IOC) index was used for the content validity with a panel of four experts. Nine hyptheses were tested statistically and a detailed data analysis was carried out employing path analysis. Further, in order to re-ensure the results, a full-phased multiple regression analysis was done. All of the objectives of this study were obtained using the nine testing hypotheses. Path analysis was used as the main technique to test the predictability of the independent variables of trasformational leadership and perceived organizational support in relation to the dependent variable, public service innovation outcomes.The results showed that both transformational leadership and perceived organizational support had a positive and significant influence on public service innovation outcomes. It was also revealed that transformational leadership and perceived organizational support had a strong significant positive relation with creativity, and when using perceived organizational culture as a moderator, the relation became even stronger. Finally, the results revealed that creativity mediates the relationship of transformational leadership and public service innovation outcomes and also the relationship of perceived organizational support and public service innovation outcomes. According to the model fit of the path analysis R2 coefficient of creativity, perceived organizational culture, and public service innovation outcomes, it was 0.652, 0.555 and 0.546 respectively, which revealed that the factors explained more than 50% of the total variance. The findings for the quantitative data were also validated by the qualitative findings. Lastly, the study summarizes a set of recommendations for policy planners as well as future researchers in this area.
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Thesis (Ph.D. (Development Administration))--National Institute of Development Administration, 2021