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The Role of Military Leadership in Shaping Innovative Personnel Behaviour: The Case of the Lithuanian Armed Forces

Author

Listed:
  • Viktorija Šimanauskienė

    (General Jonas Žemaitis Military Academy of Lithuania, 10322 Vilnius, Lithuania)

  • Vidmantė Giedraitytė

    (General Jonas Žemaitis Military Academy of Lithuania, 10322 Vilnius, Lithuania)

  • Olga Navickienė

    (General Jonas Žemaitis Military Academy of Lithuania, 10322 Vilnius, Lithuania)

Abstract

Innovation is important for the achievement of the UN Sustainable Development Goals, including those related to peace and justice, as well as strengthening defence and security institutions. In view of innovation and the creation of an innovative environment, the influence of leaders not only on the innovativeness of employees, but also of the organization as a whole, is considered one of the most prospective areas of future research. This article explores the influence of leadership behaviour (support for innovation, delegating, intellectual stimulation, and rewards) of top (sample size N = 275) and middle (sample size N = 891) management on the innovative behaviour of military officers. The empirical validation of the selected four leadership behaviours is based on the methodology of quantitative sociological research—a questionnaire. Research results show that strong and statistically significant correlation relationships were established at the level of top managers (commanders) between such factors as Intellectual Stimulation and Delegating, Rewards and Delegating, Delegating and Support for Innovation, as well as Support for Innovation and Rewards. Meanwhile, for middle-level managers (military officers) two strong relationships were found between such factors as Rewards and Delegating, and Delegating and Support for Innovation. Analysis of the compatibility of opinions showed that although commanders and military officers both appreciate the leadership behaviours of the top and middle management of the Lithuanian Armed Forces, it was also found that commanders are more positive about the opportunity to offer new ideas at their military unit. Furthermore, they are more positive about the statement that leadership grants them the right to take decisions and implement them, and they are also more positive about taking the initiative, when they feel support for innovation. The identified difference in the leadership behaviours of top and middle management leads to the conclusion that, at different hierarchical levels of leadership, innovative behaviour of subordinates is influenced differently in the innovation promotion process in the Lithuanian Armed Forces.

Suggested Citation

  • Viktorija Šimanauskienė & Vidmantė Giedraitytė & Olga Navickienė, 2021. "The Role of Military Leadership in Shaping Innovative Personnel Behaviour: The Case of the Lithuanian Armed Forces," Sustainability, MDPI, vol. 13(16), pages 1-17, August.
    • Handle: RePEc:gam:jsusta:v:13:y:2021:i:16:p:9283-:d:616878
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    References listed on IDEAS

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    1. Rasa Smaliukienė & Svajone Bekesiene & Asta Mažeikienė & Gerry Larsson & Dovilė Karčiauskaitė & Eglė Mazgelytė & Ramutė Vaičaitienė, 2022. "Hair Cortisol, Perceived Stress, and the Effect of Group Dynamics: A Longitudinal Study of Young Men during Compulsory Military Training in Lithuania," IJERPH, MDPI, vol. 19(3), pages 1-15, January.
    2. João Teixeira & Leonor Pais & Nuno Rebelo dos Santos & Bruno de Sousa, 2024. "Empowering Leadership in the Military: Pros and Cons," Merits, MDPI, vol. 4(4), pages 1-24, October.
    3. Eliran Solodoha & Mosi Rosenboim, 2025. "Entrepreneurship in extremes: the mediating role of risk-taking on entrepreneurial intentions during war," Journal of Innovation and Entrepreneurship, Springer, vol. 14(1), pages 1-21, December.
    4. Svajone Bekesiene & Rasa Smaliukiene, 2022. "Personal Growth under Stress: Mediating Effects of Unit Cohesion and Leadership during Mandatory Military Training," Sustainability, MDPI, vol. 14(16), pages 1-17, August.

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