Leadership, learning and organisational culture as antecedents for innovative behaviour: the case of Russia
This paper discovers the particular characteristics of leadership, learning, organisational culture and innovative behaviour among employees in large and medium-sized manufacturing companies in Russia, and presents empirical evidence of relationships between three factors as antecedents for innovative behaviour. The constructs for dependent and independent variables are developed drawing on a literature review. The model of casual path dependencies is tested on a database collected in 2013-2014 containing the responses of 143 employees from 26 companies. The partial least squares structural equation modelling (PLS-SEM) technique is applied. The study reveals the low rate of innovative behaviour among Russian employees. The findings suggest that to facilitate innovative behaviour managers should stimulate learning processes and exhibit transformational leadership that in turn enhances learning processes and creates organisation culture.