How do servant leaders promote radical innovation? The role of organizational learning capability

Abstract

Through structural equations, this study provides empirical evidence of the positive effect of servant leadership on radical innovation, using organizational learning capability as a mediator variable. The study is based on a sampling frame of 402 Spanish companies, which are characterized by the excellent management of their human resources. 142 different firms participated in the study, and 2 questionnaires were obtained per company. Data were collected between 2010 and 2015. Human resource and innovation managers participated by answering the questionnaires during telephone interviews. All the hypotheses were validated. Servant leadership has a positive effect on organizational learning capability, while the effect of the latter construct on radical innovation is also positive. This study has implications for the literature on leadership, innovation and organizational learning. In addition, it has practical applications, suggesting how to foster innovative organizational performance by improving workplace conditions.