CHAPTER 5 DISCUSSION, CONCLUSION, AND RECOMMENDATIONS
5.1 Results and Discussion
The current study of the direct and also indirect influence of TL and POS and culture on public service innovation outcomes was conducted using ten research questions: 1) Are there any direct influences of tansformational leadership (TL) on public service innovation outcomes? If yes, to what extent do those factors influence public service innovation outcomes? 2) Are there any direct influences of perceived organizational support on public service innovation outcomes? If yes, to what extent do those factors influence public service innovation outcomes? 3) Are there any influences of transformational leadership on creativity? If yes, to what extent do those factors influence creativity? 4) Are there any influences of perceived organizational support on creativity? If yes, to what extent do those factors influence creativity? 5) Are there any influences of transformational leadership on perceived organizational culture? If yes, to what extent do they influence perceived organizational culture? 6) Are there any influences of perceived organizational support (POS) on perceived organizational culture (POC)? If yes, to what extent does this influence perceived organizational culture? 7) Are there any influences of perceived organizational culture on creativity as a moderating factor of transformational leadership? If yes, to what extent do those factors influence creativity? 8) Are there any influences of perceived organizational culture on creativity as a moderating factor of perceived organizational
support? If yes, to what extent do those factors influence creativity? 9) Are there any influences of creativity as the mediating factor of transformational leadership (TL) and perceived organizational support (POS) on public service innovation outcomes?
If yes, to what extent do those factors influence public service innovation outcomes?
10) What are the managerial issues that contribute to overall public service innovation management in the public service innovation of Bangladesh?
These ten research questions were divided into two segments in accordance with the quantitative and qualitative methods. The first nine research questions were stated for the nine hypotheses, which were tested by path analysis and also multiple regression analysis under a conditional theoritical model of public service innovation outcomes. The last research question was explained through qualitative study, which helped to make up the gaps in the quantitative research only and helped to draw some policy recommendations more completely. Transformational leadership, perceived organizational support, perceived organizational culture, and creativity and public service innovation outcomes were the main concepts, and this research was grounded on these concepts. The findings of the research are discussed and summarized in the following section.
5.1.1 The Influences of Transformational Leadership, Perceived Organizational Support and Creativity on Public Service Innovation Outcomes
In the path analysis, transformational leadership, perceived organizational support, and creativity were found to have a positive and significant influence on public service innovation outcomes. In the path analysis, the influence of TL on PSIO, the regression weight was found to be 0.260, with a p-value of 0.000. Thus, the strong influence of TL on PSIO was justified. Similarly, the influence of POS on PSIO has also been justified, as the standard coefficient was found to be 0.146 with a p-value of 0.015. Again, the R2 coefficient of creativity was 0.652, which is greater than 0.26 and thus it had a great influence on the PSIO model.
From the findings for the regression analysis (Appendix D), the iv- transformational leadership (β=.313, t=6.582, P<.001) was pointed and found as one of the strong predictors of public service innovation outcomes, similar to another
independent variable, perceived organizational support (β=.125, t=2.511, P<.001), which was found to be a strong positive predictor of public service innovation outcomes. Creativity (β=.370, t=7.251, P<.001) was also found to be a strong predictor of public service innovation outcomes. Therefore hypotheses 1, 2, and 9 were totally supported and accepted according to the results of the regression analysis.
Thus, the regression analysis summarized the equation for hypotheses 1, 2, and 9.
Public Service Innovation Outcomes = 1.030+.313*TL+.125*POS+.370*CR The qualitative results also validated the quantitative results concerning the predictability of TL, POS, and creativity in PSIO. The participants of the interviews agreed that TL, POS and creativity were domineering for public service innovation outcomes. All of the interviewees agreed about rewards, incentives, and a financial benefits structure for members of the civil service for the extra performance of public service innovation.
5.1.2 The Influences of Transformational Leadership and Perceived Organizational Support on Creativity
From the path analysis, the influences of TL and POS on creativity were seen to be justified. The results showed that a strong positive influence of TL on CR with a standard coefficient of 0.202 where the p-value was 0.000 and thus it was statistically significant. Similarly, the influences of POS on creativity were justified as the regression weight was 0.184, where the p-value was 0.001. Thus it is clear that a strong positive influence of POS on CR was confirmed.
From the coefficient results (Appendix D) it was found that transformational leadership and perceived organizational support had a significant, positive impact on creativity. The independent variable, transformational leadership (β=.333, t= 7.326, P<.001), was established as the potential predictor of creativity, similar to another independent variable, perceived organizational support (β=.435, t= 9.576, P<.001), which was identified as one of the solid predictors of creativity. Thus, hypothesis 3 and 4 were fully accepted and also supported according to the regression results.
Thus, hypothesis 3 and 4 got regressed equation shape as below:
Creativity = .910+.333*TL+.435*POS
The regression results regarding the probability of TL and POS on creativity was also confirmed with validation. The participants of the interviews stated that TL and POS were imperative for creativity. All of the interviewee agreed about the visionary leader leading to think creatively, unlocking creativity and innovative ideas for the members. Most of them agreed about their leader—that he or she encourages the exploration of new ways of doing jobs and helping embrace change initiatives with due respect of other member’s diverse perspectives. Finally, the leader inspires to think out of the box, which leads members toward creativity.
5.1.3 Influence of the relationship of Transformational Leadership and Perceived Organizational Support with Creativity (POC as moderator) ……….
From the path analysis, perceived organizational culture moderated the relation between TL and creativity. The study presented the interaction between POC and TL (TL*POC) with creativity being positive and thus statistically significant (p- value = 0.456 and Beta Coefficient = 0.000) (table 4.7). Hence, the results proposed that POC positively moderated the relation between transformational leadership and creativity (figure 4.2). Thus, this indicates that TL has a strong, significant and positive relation with CR and when using POC as a moderator the relation becomes stronger.
Again, the interaction between POC and POS (POS * POC) with creativity was positive and statistically significant (p-value = 0.321 with a beta coefficient = 0.000) (table 4.7). Thus, this result proposed that POC positively moderated the relation between Perceived Organizational Support and Creativity (figure 4.3). Thus, this shows that perceived organizational support has a strong, significant and positive relation with CR and when using POC as a moderator the relation becomes stronger.
Additionally, regarding the regression analysis (Appendix D), it was shown that POC has a significant positive influence on both the relation of TL and creativity and the relation of perceived organization support and creativity. The moderator variable, perceived organizational culture (β=.456, t= 6.728, P<.001), was also marked as a strong predictor of the relationship of TL and creativity. In the same way, another case variable POS (β=.321, t= 4.737, P<.001) perceived organizational
culture was found to be a strong predictor of the relationship of POS and creativity.
Hence, hypothesis 7 and 8 were also wholly supported with acceptance according to the regression outcomes. Therefore, for hypothesis 7 and 8 the regressed equation has the shape as below:
Creativity = 2.549+.456*M1+.321*M2
The qualitative results correspondingly authenticated the quantitative results.
All of the participants of the interviews stated that the leader clearly focused the target toward the members. They added that the organization takes responsibility for the well-being of the members, looks after problems, and creates a balance between tasks and personal matters. They also mentioned about recreational activities, the dedication to needs-based, hassle-free services and tolerable attitudes of mistakes and errors.