An analysis of 303 faculty members from six universities, two each from northern, central, and southern Taiwan, indicates that a manager's visionary leadership (VL) moderates the link between employees who are neurotic and those employees' perceived innovative interaction.
As hypothesized, the findings reveal that managers who demonstrate VL can effectively improve neurotic employees' perceived innovative interactions in the workplace, whereas without such VL, neurotic employees will perceive a reduction in innovative interactions in conjunction with increased anxiety.
Relation:
Innovation: Management, Policy & Practice 15(2), pp.215-223
