Published at IEEE Software, 33(5):106-109, DOI: 10.1109/MS.2016.120, Sept./Oct. 2016. Open Access at IEEE Xplore Digital Library

HowSoftwareDevelopmentGroupLeadersInfluenceTeamMembers’InnovativeBehaviorFabioQ.B.daSilva,ClevitonV.F.Monteiro,IgorEbrahimdosSantos,LuizFernandoCapretzINNOVATIVEBEHAVIOURisthebehaviourexhibitedbyindividualsthatengageintheintentionalgeneration,promotion,andrealizationofnewideaswithinaworkrole,workgroup,ororganizationinordertobenefitroleperformance,thegroup,ortheorganization1.Innovativebehaviourisnotthesameasinnovation,althoughbothconceptsarecloselyrelated.Innovationistheimplementationofaneworsignificantlyimprovedproduct,service,process,businessmodel,ororganizationalstructure.Forinnovationtohappenseveralideasmustbegeneratedandthebestonesselectedtobedevelopedandthendeployedormarketed.Thegenerationofnewideasandtheirpromotionandrealizationintheworkplacearetheresultsofindividualsexpressingtheirinnovativebehaviour.Inourstudiesofindustrialpractice,wegatheredseveralexamplesofsuchbehaviour.Forinstance,inasoftwarecompanycasestudy,weobservedasoftwareengineerwhocreatedandimplementedanewprocessinamanufacturingsupportsystemthatcutthetimeconsumedintoolcalibrationfrom30to3minutes,considerablyreducingthedowntimeoftheproductionlineforallclientsofthesystem.Whatisrelevantinthisexampleisthatthesoftwareengineertooktheinitiativetodevelopthenewprocessduringhersparetime(itwasnotpartofherduties),thenpromotedthenewideawithherprojectmanager,andfinallypresentedtheideatotheclientstomakeitsimplementationviable.Beingahumanbehaviourexpressedinasocialenvironment,innovativebehaviourislikelytobeaffectedbyadiverseandcomplexnetworkoffactorsatorganizational,workgroup,andindividuallevels.Inparticular,inaworkgroupcontext,groupleadersexercise(consciouslyornot)theirinfluenceinwaysthatmayincreaseordecreasethe“likelihoodofideagenerationbyfollowersandthesubsequentdevelopmentoftheseideasintousefulproducts”2.Therefore,theimportanceoftheinnovativebehaviourofsoftwareengineerstopromoteinnovationinindustrymotivatedustoinvestigatehowsoftwareteamleaders(projectmanagers,Scrummasters,technicalleaders,etc.)mightinfluencetheinnovativebehaviourofteammembers.Theempiricalevidencesupportingtheclaimswemakebelowcomefromthesynthesisoffindingsfromtwosources.First,asystematicliteraturereviewconductedin2013thatanalysed80articlescoveringtheperiodof1964‐2012(seeBox1).Second,twoindustrialcasestudiesperformedinsoftwarecompaniesinBrazilandCanada,whichwereconductedbetweenNovember2012andMarch2014withtheparticipationof76softwareengineers.

Published at IEEE Software, 33(5):106-109, DOI: 10.1109/MS.2016.120, Sept./Oct. 2016. Open Access at IEEE Xplore Digital Library

SystematicLiteratureReviewDetails (Box1)

TypesofStudySubjects

Atotalof60constructsweremapped.Themoststudiedleadershipstyleswere:transformationalleadership,transactionalleadership,andcharismaticleadership.Thestudiesinvestigatetheinfluenceofthesefactorsonthecreativityandseveralindividualbehaviours,includinginnovativebehaviour.InnovativeBehaviourandCreativity(Box 2)Creativity,thegenerationofnewandusefulideas3,isanimportantcomponentofinnovativebehaviour.Itiscloselyrelatedtothefirststagesoftheinnovationprocess.However,thestrikingdifferencebetweencreativityandinnovativebehaviouristhatforthelattertheindividualhasalsotopromoteandimplementtheideauntilitisperceivedasbeingusefulasanewbusinesscomponent:product,service,process,etc.LeadershipstyleandinnovativebehaviourLeadershipStyles(Box3)Atransactionalleader4buildsthefoundationforrelationshipswithfollowersintermsofclarifyingresponsibilities,specifyingexpectationsandtasksrequirements,negotiatingcontracts,andprovidingrecognitionandrewardsinexchangefortheexpectedperformance.Atransformationalleader“raisesassociates’levelofawarenessoftheimportanceofachievingvaluedoutcomesandthestrategiesforreachingthem”4.Theyalsoencouragefollowerstotranscendtheirself‐interestforthesakeoftheteamororganization,andtoseekhigherlevelsofachievement,autonomy,andaffiliation,whichcanbebothworkrelatedandnotworkrelated.Anambidextrousleaderhas“theabilitytofosterbothexplorativeandexploitativebehaviorsinfollowersbyincreasingorreducingvarianceintheirbehaviorandflexiblyswitchingbetweenthosebehaviors.”5Severalstudieshaveinvestigatedtherelationshipbetweenleadershipstylesandcreativity(SeeBox2),innovation,andperformance.Accordingtothesestudies,transactionalandtransformationalleadershiparedistinctstylesofleadership

Professional 82%

Student 14%

Academic Expert 3%

Teacher 1%

Published at IEEE Software, 33(5):106-109, DOI: 10.1109/MS.2016.120, Sept./Oct. 2016. Open Access at IEEE Xplore Digital Library

thatarelikelytohavedifferenteffectsonfollower’s(innovative)behaviour(SeeBox3).Transformationalleadershiphasbeenassociatedwithattributessuchasinspirationalmotivationandintellectualstimulation,whereastransactionalleadersareassociatedwithpracticessuchascontingentrewardandmanagement‐by‐exception.Thecharacteristicsandattributesofthesetwoleadershipstylesmaderesearcherstohypothesizethattransformationalleadershipwouldcreatebetterconditionsforthefollowerstoexpressinnovativebehaviour.Inourliteraturereview,studieshavereportedapositiverelationshipbetweentransformationalleadershipandcreativity.Further,therearealsoevidencestosupportthatthisrelationshipismoderatedbyindividualpsychologicalempowerment,groupknowledgesharing,andcollectiveefficacy.Otherstudiesinthereviewidentifiedanegativerelationshipbetweentransactionalleadershipandcreativity.Inparticular,thiseffecthappensthroughitsnegativeinfluenceoncollectiveefficacyandknowledgesharing.Yet,otherresearchersalsoshowedpositiverelationshipoftransactionalleadershipandexploitativeinnovation,whereastransformationalleadershipwasrelatedtoexploratory,orradical,innovation6.Environmentaldynamism,ortherateofchangeinthepreferencesofconsumersandtheproductsoftheorganization,isakeymoderatortounderstandthebalancebetweenthetwotypesofinnovation,andhencethebalancebetweenthestylesofleadershipinpromotinginnovativebehaviour.Finally,someinvestigatorsalsofoundnegativerelationshipbetweentransformationalandtransactionalleadershipandcreativityorinnovation,showingthatcontextplaysasignificantroleinexplainingresearchfindings7.Ithasbecomeevidentthatvariationamongresearchfindingsindicatesthatthetraditionallystudiedleadershipstylesaretoobroadinnaturetopromoteinnovationastheymightbothfosterandhinderinnovationunderspecificcircumstances.Therefore,itseemsthattoexplaintherelationshipbetweenleadershipandinnovation,theoriesshouldincorporatebehaviourflexibilityinsteadofdefiningstableandinflexiblebehaviours.Indeed,innovationrequiresexplorativeandexploitativeactivities.Therefore,leadersshouldbeabletobehaveintransactionalandtransformationalwayssotheycaninfluencefollowerstoengageinexplorationandexploitation,asneeded.Thisflexiblestyleofleadershiphasbeencalledintheliteratureambidextrousleadership.WhatweknowIntegratingevidencefromtheliteraturewiththefindingsoftwocasestudiesperformedinBrazilandCanada,wearriveatfourmainresults.Leader’sacceptanceofnewideasispositivelyrelatedtofollowers’perceptionaboutthegroupacceptanceofinnovativebehaviour.

Published at IEEE Software, 33(5):106-109, DOI: 10.1109/MS.2016.120, Sept./Oct. 2016. Open Access at IEEE Xplore Digital Library

Groupacceptancepositivelyinfluencesindividualbehaviour,ingeneral.Inthecaseofinnovativebehaviour,groupacceptanceofnewideasandofchangesinthewaytheworkisusuallyperformedispositivelyrelatedtoinnovativebehaviourofgroupmembers.Inaworkgroup,leadershaveanimportantroleinthedevelopmentofgroupvaluesandbehaviouracceptance.Therefore,theperceptionofgroupmembersaboutthegroupacceptanceofinnovativebehaviourispositivelyrelatedtotheleaderopennesstonewideascomingfromthegroup.Thatis,whentheleaderacceptsnewideasandsupportstheirdevelopment,theindividualperceptionofgroupacceptancewillbepositive.However,whentheleaderavoidschangesanddoesnotsupportthedevelopmentofnewideas,theperceptionwillbethattheworkgroupisnotopentoideas.Theacceptanceofandsupporttonewideasmustbeexercisedwithcare,asabalancemustbefoundbetweengettingthejobdonebystickingtotheplans(usuallylessinnovation)orconstantlyaddinginnovationsatthepotentialriskofnotdeliveringtimelyresults.Inourobservations,ambidextrousleadersareeffectiveinworkingwiththisbalance.Leaderproximityispositivelyrelatedtotheperceptionoffollowersaboutthegroupacceptanceofinnovativebehaviour.Theindividualperceivesmorespacetoproposeideaswhenthereisacloserrelationshipbetweenthegroupanditsleader.Inturn,whentheleaderisnotclose,theindividualisinhibitedtoproposeideasbecausebothleaderandfollowerspendashorttimetogetherandthistimeusuallyisusedtoperformtaskspreviouslyplanned,whichleaveslittleroomforinnovations.Inaddition,theindividualfiltersideasduetothefearofproposingsomethingwrongoruseless.Therefore,thechanneltodiscussnewideasismoreeffectiveastheleaderworksclosertothefollowers.Inourstudies,weobservedthattransactionalleaderstendtomanagethetasksveryclose,beinginconstantcontactwiththegroup,whereastransformationalleadersdelegatemoreand,thus,tendtomanagefromthedistance.Leadershipsupportispositivelyrelatedtofollowers’innovativebehaviour.Workgroupleadersareusuallyresponsibleforthemajordecisionsrelatedtoprojectplanning.Inaddition,theyareusuallythetechnicalormanagerialreferenceforthegroupmembers.Therefore,thesupporttheyprovidetotheindividualsisimportanttohelpovercomingthechallengesaswellastogetresources(e.g.time,equipment,software,andliterature)tosearchforagoodsolutionortoimplementtheideasproposed.Transactionalleaderspaycloseattentiontodeviationfromplans,includingtheuseofresources.Thisleadershipstyleislesspronetobeflexiblewithunplannedrequestsforresources,whichareusuallynecessaryindevelopingnewideas.Inaddition,transactionalleadersdealwithdeviationsusinghardcriticism,which

Published at IEEE Software, 33(5):106-109, DOI: 10.1109/MS.2016.120, Sept./Oct. 2016. Open Access at IEEE Xplore Digital Library

canresultinfollowerstakingtheleader’sdesired,andthereforesupported,pathwayofapproachingproblemsinsteadoftryingnewways.Ambidextrousleadershipstrategiespositivelyinfluencethefollowers’innovativebehaviour.Ourfindingsrelatedtoleadershipstyleinsoftwaredevelopmentagreewithevidencesfromtheliteratureofotherfieldsthatbothleadershipstylesareneededtosupportinnovativebehaviour.Transactionalleaderstendtomanagethetasksmoreclosely,givingthefollowerstheperceptionofgreateroverallsupporttotheiractivities.However,theseleaderstendtobelessflexiblewithresourcemanagement,reducingtheactualsupporttounplannedactivities.Ontheotherhand,transformationalleadersarelikelytobuildtheperceptionofmanagingfromthedistance,butatthesametimecanbemoresupportivefornewandunplannedresourceacquisition.Thecombinationofstyles,characteristicofambidextrousleaders,offerstheneededbalancethatcanstimulatesoftwaredeveloperstoexhibitinnovativebehaviourinpractice.Whatarethepracticalimplications?Whatwecurrentlyknowabouttheinfluenceofleadersonfollowersinnovativebehaviourshowsthatbalancebetweenstylesofleadershipwillcreateimportantworkplaceconditionstofosterthegenerationandpromotionofideas.Inparticular,leadersarelikelytoprovidebettersupporttotheirfollowersifthey:

Developandusepracticestolistentonewideas,thuscreatingtheperceptiononfollowersthatinnovativebehaviourispositivelyvaluedintheorganizationandinthegroup.

Timelyassesstheviabilityofengagingresourcesforthedevelopmentorrefinementofnewideas,thusprovidingappropriatefeedbackonwhetherornottheideawillbefurtherdeveloped.

Balancedelegation,autonomy,andflexibilitywithclosemanagementoftasksandresources(becauseleaderproximityincreasestheperceptionofspacetoproposeideas),beingpositivelyrelatedtothefollowers’perceptionaboutgroupacceptanceofinnovativebehaviour.

Evidenceintheliteraturefromseveralbusinesssectorsshowsthatexploratoryandexploitativeinnovationstrategiesarecomplementarilyimportantforcompetitiveness.Ourempiricalfindingsreinforcedthoseevidencesinthecontextofsoftwaredevelopmentcompanies.Theinnovativebehaviourofindividualsisanessentialingredienttosuccessinbothtypesofinnovationsstrategiesandleaderscanhaveabiginfluenceonthisbehaviour.Adoptingaleadershipstylethatcombinestransactionalandtransformationalpracticesismorelikelytoproduceeffectiveresultsinsupportinginnovativebehaviour.Insoftwaredevelopment,projectmanagersandothergroupleadersshouldbestimulatedandsupportedinadoptingsuchpracticestocreatetheconditionsforinnovativebehaviourtothrive.

Published at IEEE Software, 33(5):106-109, DOI: 10.1109/MS.2016.120, Sept./Oct. 2016. Open Access at IEEE Xplore Digital Library

References1. Janssen,O.;VanYperen,N.W.Employees’goalorientations,thequalityof

leader‐memberexchange,andtheoutcomesofjobperformanceandjobsatisfaction.AcademyofManagementJournal,V.47(3),2004,pp.368‐384

2. Mumford,M.D.;Scott,G.M.;Gaddis,B.;Strange,J.M.Leadingcreativepeople:Orchestratingexpertiseandrelationships.TheLeadershipQuarterly,V.13(6),2002,p.705–750

3. Amabile,T.;Conti,R.;Coon,H.;Lazenby,J.;Herron,M.Assessingtheworkenvironmentforcreativity.AcademyofManagementJournal,V.39(5),1996,p.1154‐1184.

4. Burns,J.(1978)Leadership,NewYork,NY:Harper&Row.5. Rosing,K.;Frese,M.;Bausch,A.Explainingtheheterogeneityofthe

leadership‐innovationrelationship:Ambidextrousleadership.TheLeadershipQuarterly,V.22(5),2001,p.956‐974

6. Jansen,P.;Vera,D.;Crossan,M.Strategicleadershipforexplorationandexploitation:Themoderatingroleofenvironmentaldynamism.TheLeadershipQuarterly,V.20(1),2009,p.5–18

7. Lee,J.Effectsofleadershipandleader–memberexchangeoninnovativeness.JournalofManagerialPsychology,V.23(6),2008,p.670–687.

FABIOQ.B.DASILVAisanassociateprofessoratUniversidadeFederaldePernambucoinBrazil,whereheleadstheHumanAspectsinSoftwareEngineeringresearchgroup(www.haseresearch.com).Healsohasextensiveresearchworkonempiricalsoftwareengineeringmethodsandevidencebasedsoftwareengineering.Contacthimatfabio@cin.ufpe.br.CLEVITONV.F.MONTEIROisanadjunctprofessoratUniversidadeFederalRuraldePernambucoinBrazil.AsamemberoftheHumanAspectsinSoftwareEngineeringresearchgrouphisworkisfocusedoninnovation,innovativebehaviourandmotivationofsoftwareprofessionals.Contacthimatcleviton@gmail.com.IGOREBRAHIMDOSSANTOSisaprojectmanagerinamultinationalconsultingcompany,wherehehasbeenleadinggroupsofsoftwareengineers.HeisalsoamemberoftheHumanAspectsinSoftwareEngineeringresearchgroup.Contacthimaties@cin.ufpe.br.LUIZFERNANDOCAPRETZisaprofessorofsoftwareengineeringandassistantdean(IT&e‐Learning)atWesternUniversityinCanada,wherehealsodirectedafullyaccreditedsoftwareengineeringprogram.HehasvastexperienceintheengineeringofsoftwareandisalicensedprofessionalengineerinOntario.Contacthimatlcapretz@uwo.caorviahttp://www.eng.uwo.ca/electrical/faculty/capretz_l/.