Transformational Leadership, Workforce Inclusion, Shared Values and Innovative Work Behavior, A Study Of Workforce In Selected Telecom Firms In Uganda

Abstract

Introduction The study was motivated by the need to solve the challenge of low levels of Innovative Workforce Behaviour among some workforce in telecom firms in Uganda which was thought to cause poor customer satisfaction levels, customer churn and increased operational costs. The study aimed at examining the relationship between transformational leadership, workforce inclusion, shared values and innovative work behavior among workforce in selected telecom firms in Uganda. Methods This study used a cross - sectional survey research design with a study population of 1,100 workforce. Using the Krejcie and Morgan’s table (1970), a sample of 285 respondents was computed to form the sample size. Out of 285 respondents in the sample, only 232 returned their questionnaire representing a response rate of 81%. Self-administered close ended questionnaires were used for data collection. Through expert judgment, the tool was rated as valid and the Cronbach’s alpha indicated reliability of 0.961 for transformational leadership; 0.929 for workforce inclusion; 0.902 for shared values; 0.898 for innovative work behavior. The data were processed using the statistical package for social scientists (SPSS) version 21. Results Descriptive, correlation and regression were carried out to be able to respond to the objectives of the research; to investigate the relationship between transformational leadership and innovative work behavior; workforce inclusion and innovative work behavior; and shared values and innovative work behavior. It was revealed that there is a significant positive relationship between Transformational leadership and innovative work behavior (r=.470**); workforce inclusion and innovative work behavior (r=.510**), shared values and innovative work behavior (r=595**). Years of service, academic qualification, transformational leadership, workforce inclusion and shared values together predict 40.5% of the variance in innovative work behaviour. It emerged that transformational leadership (β=.460) was the strongest predictor of innovative work behavior, followed by Shared values (β=.430) and Workforce Inclusion (β=.370). Conclusion and recommendations The study concludes that telecom firms that have embraced the use of transformational leadership are likely to register improvements in innovative work behavior. Adopting workforce inclusion in telecom firms is likely to lead to significant improvements in innovative work behavior. Once a telecom firm ensures sharing of values amongst its workforce there are very high possibilities of improving on the state of innovative work behavior. The study recommends that all telecom firms engage line managers to articulate vision that stimulate workforce for development through coaching and mentoring. This will promote open communication, recognition of talent and encourage the workforce to propose exciting thoughts and accept ideas across workforce regardless of hierarchy. Telecom firms should ensure that their workforce feel valued as a whole person and treated as a family unit; and encourage workforce at the workplace to be transparent with colleagues on challenges encountered at work. Since workforce inclusion, shared values and transformational leadership predict 40.5%, telecoms should continue to monitor other possible determinants of innovative work behaviors.