The role of leaders in generating management innovationFootnote^†

^†The research was done at Department of Accounting and Corporate Governance, Faculty of Business and Economics, Macquarie University, Australia.

References

• Abernethy, M. A., Bouwens, J., & van Lent, L. (2010). Leadership and control system design. Management Accounting Research, 21, 2–16.10.1016/j.mar.2009.10.002
   Web of Science ®Google Scholar
• Abernethy, M. A., & Brownell, P. (1999). The role of budgets in organizations facing strategic change: An exploratory study. Accounting, Organizations and Society, 24, 189–204.10.1016/S0361-3682(98)00059-2
   Web of Science ®Google Scholar
• Amabile, T. (1988). A model of creativity and innovation in organizations. Research in Organizational Behaviour, 10, 123–167.
   Web of Science ®Google Scholar
• Armenakis, A., Harris, S., & Mossholder, K. (1993). Creating readiness for organizational change. Human Relations, 46, 681–703.10.1177/001872679304600601
   Web of Science ®Google Scholar
• Bakker-Pieper, R. E. A., & Oostenveld, W. (2010). Leadership = communication? The relations of leaders’ communication styles with leadership styles, knowledge sharing and leadership outcomes. Journal of Business Psychology, 25, 367–380.
   PubMed Web of Science ®Google Scholar
• Bass, B. M. (1981). Stogdill’s handbook of leadership. New York, NY: Free Press.
   Google Scholar
• Birkinshaw, J., Hamel, G., & Mol, M. J. (2008). Management innovation. Academy of Management Review, 33, 825–845.10.5465/AMR.2008.34421969
   Web of Science ®Google Scholar
• Bisbe, J., & Otley, D. (2004). The effects of the interactive use of management control systems on product innovation. Accounting, Organizations and Society, 29, 709–737.10.1016/j.aos.2003.10.010
   Web of Science ®Google Scholar
• Bobe, B. J., & Taylor, D. W. (2010). Use of management control systems in university faculties: Evidence of diagnostic versus interactive approaches by the upper echelons ( Working Paper). Melbourne: Deakin University Australia.
   Google Scholar
• Cameron, K. S., & Quinn, R. E. (2005). Diagnosing and changing organizational culture: Based on the competing values framework (2nd ed.). San Francisco, CA: Jossey-Bass.
   Google Scholar
• Cameron, K. S., Quinn, R. E., DeGraff, J., & Thakor, A. V. (2007). Competing values leadership: Creating values in organization. Northampton, MA: Edward Elgar.
   Google Scholar
• Castro, F., Gomes, J., & de Sousa, F. C. (2012). Do intelligent leaders make a difference? The effect of a leader’s emotional intelligence on follower’s creativity. Creativity and Innovation Management, 21, 171–182.10.1111/caim.2012.21.issue-2
   Web of Science ®Google Scholar
• Clark, R. C., Hartline, M. D., & Jones, K. C. (2009). The effects of leadership style on hotel employees’ commitment to service quality. Cornell Hospitality Quarterly, 50, 209–231.10.1177/1938965508315371
   Web of Science ®Google Scholar
• Daft, R. (1978). A dual-core model of organizational innovation. Academy of Management Journal, 21, 193–210.10.2307/255754
   Web of Science ®Google Scholar
• Damanpour, F. (1996). Organizational complexity and innovation: Developing and testing multiple contingency models. Management Science, 42, 693–716.10.1287/mnsc.42.5.693
   Web of Science ®Google Scholar
• Davila, T. (2000). An emprical study on the drivers of management control systems’ design in new product development. Accounting, Organizations and Society, 25, 383–409.10.1016/S0361-3682(99)00034-3
   Web of Science ®Google Scholar
• Denison, D. R., Hooijberg, R., & Quinn, R. E. (1995). Paradox and performance: Toward a theory of behavioral complexity in managerial leadership. Organization Science, 6, 524–540.10.1287/orsc.6.5.524
   Web of Science ®Google Scholar
• Denti, L., & Hemlin, S. (2012). Leadership and innovation in organizations: A systematic review of factors that mediate or moderate the relationship. International Journal of Innovation Management, 16(3), 1–20.
   Google Scholar
• Dillman, D. A. (2007). Mail and internet surveys: The tailored design method. New York, NY: Wiley.
   Google Scholar
• Eisenbeiß, S., & Boerner, S. (2010). Transformational leadership and R&D innovation: Taking a curvilinear approach. Creativity and Innovation Management, 19, 364–372.10.1111/caim.2010.19.issue-4
   Web of Science ®Google Scholar
• Emsley, D., Nevicky, B., & Harrison, G. (2006). Effect of cognitive style and professional development on the initiation of radical and non-radical management accounting innovations. Accounting and Finance, 46, 243–264.10.1111/acfi.2006.46.issue-2
   Web of Science ®Google Scholar
• Ferreira, A., & Otley, D. (2009). The design and use of management control systems: An extended framework for analysis. Management Accounting Research, 20, 263–282.10.1016/j.mar.2009.07.003
   Web of Science ®Google Scholar
• Friedrich, T. L., Mumford, M. D., Vessey, B., Beeler, C. K., & Eubanks, D. (2010). Leading for innovation. International Studies of Management and Organization, 40, 6–29.10.2753/IMO0020-8825400201
   Google Scholar
• Frohman, A. (1999). Personal initiative sparks innovation. Research Technology Management, 42, 32–38.
   Web of Science ®Google Scholar
• Gumusluoglu, L., & Ilsev, A. (2009). Transformational leadership and organizational innovation: The roles of internal and external support for innovation. Journal of Product Innovation Management, 26, 264–277.10.1111/jpim.2009.26.issue-3
   Web of Science ®Google Scholar
• Hamel, G. (2006). The why, what and how of management innovation. Harvard Business Review, 84, 72–84.
   PubMed Web of Science ®Google Scholar
• Hamel, G. (2007). Management innovation. Leadership Excellence, 24, 5.
   Google Scholar
• Harder, M. (2010). Internal antecedents of management innovation (PhD thesis). Copenhagen Business School, Denmark.
   Google Scholar
• Harman, H. (1967). Modern factor analysis. Chicago, IL: University of Chicago Press.
   Google Scholar
• Hartmann, F., Naranjo-Gil, D., & Perego, P. (2010). The effects of leadership styles and use of performance measures on managerial work-related attitudes. European Accounting Review, 19, 275–310.10.1080/09638180903384601
   Web of Science ®Google Scholar
• Helfat, C., & Peteraf, M. A. (2010). Cognitive capabilities and the microfoundations of dynamic managerial capabilities. Academy of Management Conference, Montreal, Canada, August 2010.
   Google Scholar
• Henri, J. (2006). Management control systems and strategy: A resource-based perspective. Accounting, Organizations and Society, 31, 529–558.10.1016/j.aos.2005.07.001
   Web of Science ®Google Scholar
• House, R. J., & Podsakoff, P. M. (1994). Leadership effectiveness. In J. Greenberg (Ed.), Organizational behaviour: The state of the science (pp. 45–82). Hillsdale, NJ: Erlbaum.
   Google Scholar
• Judge, T. A., Piccolo, R. F., & Ilies, R. (2004). The forgotten ones? The validity of consideration and initiating structure in leadership research. Journal of Applied Psychology, 89, 36–51.10.1037/0021-9010.89.1.36
   PubMed Web of Science ®Google Scholar
• Kheng, Y., & Mahmood, R. (2013). The relationship between pro-innovation organizational climate, leader-member exchange and innovation work behaviour: A study among the knowledge workers of the knowledge intensive business services in Malaysia. Business Management Dynamics, 2, 15–30.
   Google Scholar
• Kober, R., Ng, J., & Paul, B. (2007). The interrelationship between management control mechanism and strategy. Management Accounting Research, 18, 425–452.10.1016/j.mar.2007.01.002
   Google Scholar
• Langfield-Smith, K. (1997). Management control systems and strategy: A critical review. Accounting, Organizations and Society, 22, 207–232.10.1016/S0361-3682(95)00040-2
   Web of Science ®Google Scholar
• Lavine, M. (2014). Paradoxical leadership and the competing values framework. The Journal of Applied Behavioral Science, 50, 189–205.10.1177/0021886314522510
   Web of Science ®Google Scholar
• Merchant, K. A., & Otley, D. T. (2007). A review of the literature on control and accountability. In C. S. Chapman, A. G. Hopwood, & M. D. Shield (Eds.), Handbook of Management Accounting Research (pp. 785–802). Oxford: Elsevier.
   Google Scholar
• Michaelis, B., Stegmaier, R., & Sonntag, K. (2009). Affective commitment to change and innovation implementation behaviour: The role of charismatic leadership and employees’ trust in top management. Journal of Change Management, 9, 399–417.10.1080/14697010903360608
   Google Scholar
• Mol, M. J., & Birkinshaw, J. (2006). Against the flow: Reaping the rewards of management innovation. European Business School, 27, 25–29.
   Google Scholar
• Mol, M. J., & Birkinshaw, J. (2009). The sources of management innovation: When firms introduce new management practices. Journal of Business Research, 62, 1269–1280.10.1016/j.jbusres.2009.01.001
   Web of Science ®Google Scholar
• Moulang, C. (2007). Does ‘style of use’ of performance measurement systems impact on individual creativity? An empirical analysis ( Working Paper). Melbourne: Monash University Australia.
   Google Scholar
• Naranjo-Gil, D., Maas, V., & Hartmann, G. H. (2009). How CFOs determine management accounting innovation: An examination of direct and indirect effects. European Accounting Review, 18, 667–695.10.1080/09638180802627795
   Web of Science ®Google Scholar
• Northouse, P. G. (1997). Leadership: Theory and practice. Thousand Oaks, CA: Sage.
   Google Scholar
• Nunnally, J. (1978). Psychometric theory. New York, NY: McGraw-Hill.
   Google Scholar
• Penley, L. E., & Hawkins, B. (1985). Studying interpersonal communication in organizations: A leadership application. Academy of Management Journal, 28, 309–326.10.2307/256203
   Web of Science ®Google Scholar
• Podsakoff, P., MacKenzie, S., Lee, J., & Podsakoff, N. (2003). Common method biases in behavioral research: A critical review of the literature and recommended remedies. Journal of Applied Psychology, 88, 879–903.10.1037/0021-9010.88.5.879
   PubMed Web of Science ®Google Scholar
• Quinn, R. E. (1984). Applying the competing values approach to leadership. In J. Hunt, D. Hosking, C. Schriesheim, & R. Steward (Eds.), Leaders and managers: International perspectives on managerial behaviour and leadership (pp. 10–27). New York, NY: Pergamon.
   Google Scholar
• Ramos, M., & Hidalgo, F. G. (2003). From diagnostic to interactive style of management control. Management Research News, 26, 21–31.10.1108/01409170310783448
   Google Scholar
• Simons, R. (1991). Strategic orientation and top management attention to control systems. Strategic Management Journal, 12, 49–62.
   Web of Science ®Google Scholar
• Simons, R. (1994). How new top managers use control systems as levers of strategic renewal. Strategic Management Journal, 15, 169–189.
   Web of Science ®Google Scholar
• Simons, R. (1995). Levers of control: How managers use innovative control systems to drive strategic renewal. Boston, MA: Harvard Business School Press.
   Google Scholar
• Simons, R. (2000). Performance measurement & control systems for implementing strategy. Upper Saddle River, NJ: Prentice Hall.
   Google Scholar
• Singleton, R. A., & Straits, B. C. (2005). Approaches to social research. New York, NY: Oxford University Press.
   Google Scholar
• Stogdill, R. M., & Coons, A. E. (1957). Leader behaviour: Its description and measurement. Columbus, OH: Columbus Bureau of Business Research, Ohio State University.
   Google Scholar
• Strauss, K., Griffin, M., & Rafferty, A. (2009). Proactivity directed toward the team and organization: The role of leadership, commitment and role-breadth self-efficacy. British Journal of Management, 20, 279–291.10.1111/bjom.2009.20.issue-3
   Web of Science ®Google Scholar
• Tekavcic, M., Peljhan, D., & Sevic, Z. (2008). Levers of control: Analysis of management control systems in a Slovenian company. Journal of Applied Business Research, 24, 96–104.
   Google Scholar
• Vaccaro, I. G., Jansen, J. J. P., Van Den Bosch, F. A. J., & Volberda, H. W. (2012). Management innovation and leadership: The moderating role of organizational size. Journal of Management Studies, 49, 29–51.
   Web of Science ®Google Scholar
• Volberda, H. W., Van den Bosch, F. A., & Heij, C. (2013). Management innovation: Management as fertile ground for innovation. European Management Review, 10, 1–15.10.1111/emre.12007
   Web of Science ®Google Scholar
• Walker, R. M., Damanpour, F., & Devece, C. A. (2010). Management innovation and organizational performance: The mediating effect of performance management. Journal of Public Administration Research and Theory, 21, 367–386.
   Web of Science ®Google Scholar
• Wallace, E., de Chernatony, L., & Buil, I. (2011). How leadership and commitment influence bank employees’ adoption of their bank’s values. Journal of Business Ethics, 101, 397–414.10.1007/s10551-010-0728-2
   Web of Science ®Google Scholar
• West, M. A., & Anderson, N. R. (1996). Innovation in top management teams. Journal of Applied Psychology, 81, 680–693.10.1037/0021-9010.81.6.680
   Web of Science ®Google Scholar
• Widener, S. K. (2007). An empirical analysis of the levers of control framework. Accounting, Organizations and Society, 32, 757–788.10.1016/j.aos.2007.01.001
   Web of Science ®Google Scholar
• Yukl, G. (2002). Leadership in organizations. Upper Saddle River, NJ: Prentice-Hall Inc.
   Google Scholar
• Yukl, G., & Van Fleet, D. D. (1991). Theory and research on leadership in organization. In M. D. Dunnette & L. M. Hough (Eds.), Handbook of industrial and organizational psychology (pp. 147–197). Palo Alto, CA: Consulting Psychologists Press.
   Google Scholar
• Zbaracki, M. J. (1998). The rhetoric and reality of total quality management. Administrative Science Quarterly, 43, 602–638.10.2307/2393677
   Web of Science ®Google Scholar