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| The Impact of Transactional Leadership on the Management Innovation Implementation in SMEs |
| YU Chuanpeng，YE Baosheng，LIN Chunpei |
| 1. South China University of Technology, Guangzhou, China; 2. Huaqiao University, Quanzhou, Fujian, China |
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Abstract Based on the theories of contingent leadership, self-control, and resource-based perspectives,this study constructs a research model by introducing the variables of cross-functional integration (CI) and organizational slack (OS), and explores the “incentive”and“control” effects of transactional leadership (TL) on management innovation implementation performance (MIIP) in Small and Medium Enterprises(SMEs). In addition, the non-linear mediation of CI and the moderation of OS are tested between TL and MIIP. Taking 334 manufacturing SMEs in South China area as the objects of the questionnaire survey, the results show that: ①In the relationship between TL and MIIP as well as CI, TL includes the dual effects of “incentive” and “control”, and the mixed dual effects induce “decreasing margin” and “too much of a good thing”; ②In the relationship between TL and MIIP in SMEs, CI plays a non-linear mediator role, contributing to the effects of “decreasing margin” and “too much of a good thing”; ③The high OS strengthens the inverted U-shaped effects of the “decreasing margin” and “too much of a good thing”; While under the condition of low OS, the inverted U-shaped relationship becomes a U-shaped relationship (shape-flip).
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Received: 25 February 2020
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