BUSINESS RESEARCH MODULE

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RESEARCH PROJECT REPORT

Does transformational leadership promote employee innovation

behavior?

Class : EMQI 64
Group : 1

Member evaluation

STT Class Student ID Family and Mid Given Group Evaluation of

Name name members contribution

3 EMQI_64 11220108 Đàm Nguyễn Linh Anh 1 100%

9 EMQI_64 11221630 Phan Thùy Dương 1 100%

15 EMQI_64 11223545 Nguyễn Hà Linh 1 100%

17 EMQI_64 11224052 Nguyễn Quỳnh Mai 1 100%

22 EMQI_64 11224708 Nguyễn Lê Diễm Ngọc 1 100%

23 EMQI_64 11224785 Trương Bảo Ngọc 1 100%

28 EMQI_64 11225284 Nguyễn Thu Phương 1 100%

Hanoi, April 2024

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TABLE OF CONTENT

TABLE OF CONTENT ............................................................................................. i

List of Tables and Figures ...................................................................................... iii
Chapter 1 INTRODUCTION................................................................................... 1
1.1. Rationale of the study........................................................................................... 1
1.2. Research object, research question and research scope ....................................... 1
1.3. Research method .................................................................................................. 2
1.4. Contribution of the study ..................................................................................... 2
1.5. Structure of the report .......................................................................................... 2
Chapter 2 Literature Review and ............................................................................ 4
Hypothesis Development .......................................................................................... 4
2.1. Transformational leadership................................................................................. 4
2.2. Empowerment ...................................................................................................... 5
2.3. Employee’s Innovative Behavior ......................................................................... 8
Chapter 3 Research method ................................................................................... 13
3.1. Sample and data collection................................................................................. 13
3.2. Scales .................................................................................................................. 15
3.3. Data analysis procedure ..................................................................................... 15
Chapter 4 Results .................................................................................................... 17
4.1. Cronbach alpha................................................................................................... 17
4.2. Descriptive statistics........................................................................................... 18
4.3. Hypothesis testing results ................................................................................... 20
CHAPTER 5 Discussion ......................................................................................... 22
5.1. Summary of Findings ......................................................................................... 22
5.2. Discussion .......................................................................................................... 23
5.3. Limitations ......................................................................................................... 24
5.4. Implication ......................................................................................................... 25
Conclusions .............................................................................................................. 27
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References ................................................................................................................ 28
Appendices ............................................................................................................... 37
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LIST OF TABLES AND FIGURES

Table 3.1. Description of Study Sample…………………………………………….14

Table 4.1.1. Case Processing Summary in Cronbach alpha…………………..……17

Table 4.1.2 Reliability Statistics in Cronbach alpha………………………………..24

Table 4.2.2. Correlations ...........................................................................................26

Table 4.3. Coefficients ..............................................................................................27

Figure 2.1. The proposed theoretical model………………………………………..19

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CHAPTER 1 INTRODUCTION

1.1. Rationale of the study

In today's competitive landscape, fostering a culture of innovation is crucial for
organizational success. Two key factors that significantly influence employee
innovation behavior are transformational leadership and empowerment.
Transformational leaders inspire and motivate their teams by setting a clear vision for
the future, intellectual stimulation by encouraging creative problem-solving, and
individualized consideration by providing support and recognizing achievements.
This fosters an environment where employees feel comfortable taking risks,
experimenting with new ideas, and challenging the status quo. Empowerment further
strengthens this effect by giving employees the autonomy, resources, and decision-
making authority to bring their ideas to life. When employees feel empowered, they
are more likely to take ownership of their work, persevere through challenges, and
actively seek out opportunities to innovate. Research suggests that these two elements
work together synergistically. Transformational leadership can cultivate a sense of
psychological empowerment, which in turn strengthens the impact of inspirational
leadership on employee innovation. By creating a climate that values creativity,
provides support, and grants employees the freedom to act, organizations can unlock
the full potential of their workforce and drive continuous innovation.
1.2. Research object, research question and research scope

The research object in this study is the impact of talent management on

organizational behaviors. The research question in the present study is: Does
transformational leadership promote employee innovation behavior? The study was
conducted for engineers working for companies in the information industry in
Vietnam. In order to answer the research question, the study tested the following four
hypotheses:
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Hypothesis 1: Transformational leadership is positively related to employee

innovation behavior.

Hypothesis 2: Transformational leadership is positively related to employees’

perceptions of empowerment.

Hypothesis 3: Employees’ perceptions of empowerment have a positive

relationship with employee’s innovation behavior.

Hypothesis 4: Employees’ perceptions of empowerment mediate the relationship

between transformational leadership and organizational innovation
such that the relationship will be stronger when perceived
empowerment/support for innovation is high rather than low.

1.3. Research method

The present study collected data form a sample of employees who are working
in businesses in Vietnam. Scales of study variables were adopted from the previous
studies.

1.4. Contribution of the study

This study investigates the relationship between transformational leadership,

empowerment, and innovative employee behavior. It contributes by uncovering both
direct and indirect effects of these factors on innovation within organizations, filling
a gap in the literature. Additionally, the study employs quantitative analysis,
contrasting with qualitative approaches predominant in leadership literature, and
offers practical recommendations for organizations to enhance innovation among
their employees.

1.5. Structure of the report

The next chapters will present details of the study as follows:

• Chapter 2 presents a theoretical framework for the study and proposes a

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hypothesis to be tested.
• Chapter 3 gives a summary of research methods used in the study.
• Chapter 4 presents result from data analysis.
• Chapter 5 discusses the results and concludes the study.
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CHAPTER 2 LITERATURE REVIEW AND

HYPOTHESIS DEVELOPMENT
2.1. Transformational leadership
2.1.1. Leadership
In the realm of leadership comprehension, a broad understanding emerges,
encapsulated succinctly as the process by which an individual exerts influence over a
collective to attain a mutual objective (Northouse, 2019).

To elaborate, leadership embodies a continual journey rather than a static

position or inherent trait. It unfolds as an ongoing interaction between leaders and
their followers, characterized by dynamic exchanges rather than unilateral directives.
Leadership hinges on influence rather than dictation, necessitating the capacity to
inspire and rally others towards shared goals. This collaborative ethos underscores
the indispensability of group dynamics, wherein leadership manifests within
collective endeavors aimed at common objectives. The convergence on shared
objectives imbues leadership with an ethical imperative, fostering cooperation and
diminishing the potential for exploitative conduct. Through concerted efforts towards
common aims, ethical leadership cultivates a pathway towards collective
advancement and societal betterment.

2.1.2. Transformational leadership

Since the beginning of the 1980s, transformational leadership has emerged as a
significant and thoroughly examined form of leadership. Situated within the context
of the "New Leadership" paradigm, it emphasizes the charismatic and affective
aspects of leadership
According to (Northouse, 2019), transformational leadership involves the act of
interacting with others to build a bond that enhances motivation and ethics for both
the leader and the followers. These leaders are sensitive to the desires and goals of
their followers, aiming to foster their complete growth.
As its title suggests, transformational leadership is an evolving procedure that
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encourages development and progress in individuals. This method encompasses

understanding the motivations of followers, attending to their requirements, and
showing them thorough respect. Its objective is to nurture a powerful influence that
motivates followers to exceed expectations and attain exceptional results. Frequently,
it integrates aspects of charismatic and visionary leadership (Northouse, 2019).
2.1.3. Relationship between transformational leadership and employee
innovation behavior
(Choi, 2016) examining mediating and moderating processes, this sample are
employees working in Korea manufacturing firms, and the finding: transformational
leadership was significantly related to employee innovative behavior. The results also
showed that knowledge sharing mediated and perceived organizational support
positively moderated the relationship between transformational and innovative
behavior of employees.
The transformational leaders will make the colleagues in the team have higher
innovation work behaviors because the transformational leaders can be the good
models that encourage the followers to follow their clear visions. They can promote
the resources in work and be the leaders who give fair rewards motivating the
followers in working and encouraging the colleagues to create new things creatively
(Imran, 2011). Finally it makes the followers have innovative work behaviors.
2.2. Empowerment
2.2.1. Empowerment
Empowerment connects people's characteristics and abilities, natural support
systems, and proactive actions to social policy and change (Rappaport, 1981).
Individual talents and abilities, natural support structures, and proactive behaviors are
all related to social policy and societal transformation via empowerment (Rappaport,
1981).

In other words, it connects an individual's well-being to the larger social and

political framework within which they live. From a psychological perspective,
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empowerment connects mental health and well-being to mutual help and the
formation of a responsive community (Perkins & Zimmerman, 1995).

2.2.1.1 Psychological Empowerment

Psychological Empowerment (PE) is defined as "intrinsic task motivation

reflecting a sense of self-control in relation to one's work and active involvement with
one's job role" (Seibert, et al., 2011). PE is a motivational notion based on the ability
to initiate and regulate behavior, complete tasks efficiently, impact the environment,
and appreciate the value of one's work (Spreitzer, 1995). Recent research suggests a
link between PE and PS (Zaman, et al., 2019).

According to the literature, employees perform better when they feel

psychologically empowered (Siegall & Gardner, 2000); (Spreitzer, 1995); (Thomas
& B.A., 1990); (Wall, et al., 2005). This is supported by project management
literature, which links psychological empowerment among team members to project
performance and success (Khan, et al., 2020); (Tuuli & Rowlinson, 2009). Individual
performance is favorably associated with (Sigler & Pearson, 2000) and both
individual and team performance contribute to project and organizational success.

Increasing employees' psychological empowerment at work can greatly

increase collaboration, information sharing, and project (Tung & Chang, 2011). PS
is positively correlated with the PE of leaders and followers in information systems
projects (Parolia, et al., 2007) but other research ( (Badir, et al., 2012) shows that PE
is associated with PS in new product development projects. High psychological
empowerment promotes effective project management and success in a virtual
setting. Consequently, we suggest our second hypothesis.

2.2.1.2 Structural Empowerment

Empowerment is a critical component of organizational effectiveness, and it

may rise as control and authority are divided (Keller & Dansereau, 1995).
Empowerment is evaluated from two different perspectives. The first approach
defines structural empowerment as the availability of practices, social structures, and
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organizational resources in the workplace, such as equipment, infrastructure, positive

connections with peers, and information and knowledge sharing (Kanter, 1997)

According to (Yoder, 1991), structural empowerment is described as having

access to information, support, enough resources, and chances for learning and
advancement in the workplace. Furthermore, leaders play a vital role in creating
empowering work cultures that can result in outstanding personal and organizational
outcomes (Cummings, et al., 2010). According to (Bakker & Demerouti, 2008)
engaged employees are more innovative, productive, and willing to go above and
beyond their jobs. Understanding the underlying relationship between transformative
leadership and structural empowerment is crucial for increasing workplace
engagement in today's highly competitive business climate.

2.2.2. Relationship between transformation leadership and empowerment

Numerous prior research endeavors employed a straightforward effectiveness
methodology to explore how transformational leadership influences empowerment,
utilizing diverse samples like 152 employees across various industries in Turkey and
197 college students in Canada. (Meyerson, 2008)
Leaders' capacity to employ the appropriate transformational approach (such
as intelligence stimulation, individualized consideration, inspirational motivation,
and idealized influence) elevated subordinates' empowerment for executing
organizational tasks.
Transformational leaders utilize intellectual stimulation to empower their
staff. Granting certain decision-making responsibilities to employees is a prerequisite
for fostering intellectual stimulation. Employees entrusted with decision-making
authority typically reciprocate this trust from leaders by aiding in achieving
organizational objectives. Delegating authority instills in employees a sense of value
from the organization. Employees who appreciate their leaders' guidance are likely
to establish strong leader-employee relationships (Chai, 2016)
The following hypothesis is thus proposed:
Hypothesis 2: Transformational leadership is positively related to employees’
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perceptions of empowerment
2.2.3. The relationship between Empowerment, Transformational
Leadership and Employee’s Innovative Behavior
Transformational leadership can motivate people to be innovative, but they must also
believe they can be innovative (by empowerment) in order to take action and behave
innovatively. (Amabile, 1996) underlined that empowerment was enhanced by the
leader's personalized consideration. According to (Yukl, 2002) research,
transformational leaders attempted to increase employees' abilities and confidence in
order for them to assume additional responsibility through empowerment.
According to (M., 1983) innovative behaviors and empowerment cannot be
separated. It has also been shown that psychological empowerment can spur
organizational innovations during competitive and transitional periods (Drucker,
1988); (Conger, 1988)). According to (Zhou, 1998) when there is a high degree of
task-related autonomy in the workplace, more highly creative ideas are put forth.
Psychologically empowered personnel were found to be so genuinely driven that they
displayed creative activities (Jung, 2002).
According to the aforementioned studies, transformational leadership encourages an
environment at work where people feel psychologically empowered, which
encourages them to try out novel techniques to complete tasks. It will be anticipated
that empowered people will pursue tasks in a more creative manner.
The following hypothesis is thus proposed:
Hypothesis 4: The relationship between transformational leadership and employee's
innovative behavior is moderated by employee's perceptions of empowerment, such
that the relationship is positive with high empowerment and weaker with low
employee's perceptions of empowerment.

2.3. Employee’s Innovative Behavior

2.3.1. Innovation
Innovation, as delineated by Schumpeter in 1934, encompasses both the
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journey toward a fresh result and the result itself, a concept extensively debated in
academic circles. Scholars, such as (Kanter, 1984); (West & Farr, 1990) and (Van de
Ven, 1986), highlight the process aspect of innovation, which involves idea
generation, development, and execution. Conversely, when approached as an
outcome, innovation denotes the introduction of novel products, processes, methods,
or systems into a specific setting, as discussed by (Damanpour, 1991); (Dougherty,
1992); (Howell & Higgins, 1990) (Marcus, 1988) and (Pennings & Harianto, 1992).
The dual facets of innovation—process and outcome—are pivotal in scholarly
discourse. Examining innovation as a process enables scholars to delve into its
constituent activities, spanning idea generation to implementation, as observed by
(Greve & Taylor, 2000) and (Myers & Marquis, 1969). These activities encompass
phases like conceptualization, decision-making for implementation, often driven by
identifying new market opportunities, and subsequent experimentation and iteration
for innovative outcomes, as outlined by (Garcia & Calantone, 2002) and (Eisenhardt
& Tabrizi, 1995). Commercialization or diffusion phases are also included,
particularly for endeavors aimed at commercial success, according to (Kanter, 1988),
(Rogers, 2003) and (Strebel, 1987).
Alternatively, viewing innovation as an outcome involves delineating
characteristics such as novelty, usefulness, and nontriviality, as discussed by (Jaffe,
et al., 1993); (Levitt, 1960) and (Utterback, 1971). (Damanpour, 1991) categorizes
innovations into technical versus administrative, product versus process, and radical
versus incremental, highlighting the subjective nature of novelty evaluation, as
emphasized by (Greve & Taylor, 2000); (Gupta, et al., 2007); (Obstfeld, 2005) and
(West & Farr, 1990). Thus, novelty perception varies, with innovations considered
new within a specific context, even if existing elsewhere, as noted by (Marcus, 1988);
(Van de Ven, 1986) and (Daft, 1978).
In essence, innovation encompasses both the process leading to fresh outcomes
and the outcomes themselves, demanding a nuanced understanding to explore its
intricacies and implications fully.
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2.3.2. Innovation Behavior

Competitiveness and survival of organizations depend on their development
capabilities (Palangkaraya, et al., 2010). Hence, organizations are paying exceptional
thought to their workforce to act inventively and creatively (Patterson, et al., 2009).
Moreover, looking into the composing advancement in the past 20 a long time,
precedented complement of analysts is taken note on the imaginative behavior.
Inventive behavior is considered affected by various individual and outside
determinants (Jung, 2001)
One of the most punctual forms and definition of Advancement was given by
Schumpeter (1934). Agreeing to him development alludes to the creation and usage
of “new combination” of benefit, work forms, items and markets (Schumpeter, 1934).
Characterized the advancement as: Anything recently presented for the social settings,
Thought based, Deliberate based, presented for the reason to supply benefits,
Inadvertent, not an in-routine alter, influences open.
(Carmeli, et al., 2006) characterized the Inventive Behavior as “a multiple-stage
handle in which an person recognizes a issue for which she or he produces unused
(novel or embraced) thoughts and arrangements, works to advance and construct back
for them, and produces an pertinent model or show for the utilize and advantage of
the organization or parts inside it” (Carmeli, et al., 2006). As (Shi, 2012) characterized
Imaginative behavior as “developing, receiving, and executing modern thoughts for
items and work strategies in organization” (Shi, 2012).
2.3.3. Employee’s Innovation Behavior
Both employee entrepreneurship and innovation are related to innovative
activities, overcoming obstacles, and delivering business results (de Jong &
Wennekers, 2008). Indeed, employee innovation behavior at the individual level can
be considered a fundamental element of intrapreneurship, a construct often placed at
the corporate level. Therefore, employee innovation behavior is a microfounding
factor (Felin, et al., 2015) for an organization's internal business performance. In this
article, we define employee innovation behavior as the behaviors through which
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employees generate or adopt new ideas and make subsequent efforts to implement
them.
2.3.4. Relationship Between Employee’s Innovation Behavior and
Empowerment
Prior research provides strong evidence for a positive link between employee
empowerment and innovative work behavior. A study by (Janssen, 2000) found that
employees who felt empowered were more likely to engage in creative problem-
solving and generate new ideas. Similarly, It is demonstrated that organizations with
practices that promote employee empowerment experienced higher levels of
employee innovation. (Ye, et al., 2022). These findings suggest that empowered
employees feel more confident in their abilities and have greater autonomy to explore
new ideas and experiment with different approaches (Baer & Frese, 2002). This
autonomy can be a significant driver of intrinsic motivation, a key factor influencing
creative behavior. Empowered employees, with a sense of control over their work,
are intrinsically motivated to find solutions and improve processes. This intrinsic
motivation fosters a more creative mindset, leading to the generation of novel ideas
and solutions (Deci & Ryan, 2000)

Furthermore, empowered employees who perceive their work as impactful are

more likely to take initiative and propose innovative solutions. This sense of impact
fosters a belief that their ideas can make a difference within the organization.
Employees who feel their work contributes to a larger goal are more likely to invest
the extra effort required to develop and champion innovative solutions (Erickson &
Jacoby, 2003). Therefore, the present study postulated that:

Hypothesis 3: Employees’ perceptions of empowerment have a positive

relationship with employee’s innovation behavior.
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Figure 0.1. The proposed theoretical model

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CHAPTER 3 RESEARCH METHOD

3.1. Sample and data collection

The current study involved the collection of data from employees in Vietnam. A
survey was created using Microsoft Forms and distributed directly to the subjects via
email. The authors received 112 responses, achieving a 100% response rate. After
data cleaning, 112 responses were retained for analysis.

Table 3.1 displays the demographic characteristics of the study sample. The
findings indicate that the female gender ratio was higher than the male gender ratio,
accounting for 53.6% of the respondents. Half of the respondents were in the 18 to
24 age group, while one-fifth of the total respondents were aged 36 and above,
indicating significant participation from older age groups. Furthermore,
approximately 67% of participants were non-managerial employees, with the
remaining 33% holding managerial positions. This diversity in participant roles is
expected to contribute to the study's ability to draw objective conclusions.

Table 3.1. Description of study sample

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Frequency Percentage
(persons) (%)

Total 112 100.0

By gender

Male 36 32.1
Female 60 53.6
Others 16 14.3

By age (years)

18-24 63 56.3
25–35 22 19.6
36–54 13 11.6
Above 55 14 12.5

By work experience (years)

Under 1 57 50.9
1–2 26 23.2
3–5 16 14.3
6–10 5 4.5
Above 10 8 7.1

By work position

Non-managerial employees 75 67.0

Managers 37 33.0

By number of employees of organize

Under 10 8 7.1
10-50 42 37.5
50-150 12 10.7
150-500 24 21.4
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Above 500 12 10.7

3.2. Scales

Transformational leadership was measured by the scale from (Avolio & Bass,
2004). The scale constructed 20 items from Multifactor Leadership Questionnaire
(MLQ) with three – factor: charisma/inspirational, intellectual stimulation,
individualized consideration. Ratings were completed on a five-point Likert-type
scale ranging from 1 (strongly disagree) to 5 (strongly agree).

Employee’s Innovation Behavior was measured using a scale from (Janssen,

2000) These nine items measured the extent to which an employee engages in
innovative work behaviors. Ratings were completed on a five-point Likert-type scale
ranging from 1 (strongly disagree) to 5 (strongly agree).

Empowerment: A measurement tool inspired by 12-item scale of (Spreitzer,

1995) and was used to assess a specific concept (empowerment) relevant to this
research. The scale was adapted to better suit the research. It captured four important
aspects of this concept: meaning, competency, self-determination, impact (Hasan
Tutar, 2011). Responses were indicated on a scale with five options, ranging from
completely disagreeing (score of 1) to completely agreeing (score of 5). Sample items
are “I think that my organizational purpose is meaningful” and “I think I have the
ability to make a difference in my work environment.”

3.3. Data analysis procedure

After preparing the data, the process of analyzing regression models in SPSS
involves several key steps: First, it is necessary to check the assumptions of the
regression model, such as linearity, normal distribution of residuals,
homoscedasticity, and multicollinearity among independent variables. Meeting these
assumptions is crucial to ensure the validity of the analysis results. Next, we run the
regression model using the "Regression" command in SPSS. Here, we need to select
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appropriate dependent and independent variables and determine the suitable

regression method (Enter, Stepwise, Forward, Backward).
The analysis results are interpreted and conclusions are drawn. The regression
coefficients are explained for their significance, identifying the variables that have
the strongest impact on the dependent variable. Based on this, implications and
relevant recommendations can be proposed. In summary, conducting regression
model analysis in SPSS involves several important steps, from checking assumptions,
estimating the model, evaluating goodness of fit to interpreting the results. Adhering
to these steps will ensure the accuracy and reliability of the research findings.
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CHAPTER 4 RESULTS

4.1. Cronbach alpha

Cronbach's Alpha index is used to evaluate the internal reliability of a

measurement scale. This is a statistical method to measure the degree of correlation
between observed variables and evaluate the degree of homogeneity of these
variables. It helps determine whether the questions in the scale are consistent and
reliable.

Table 4.1.1 Case Processing Summary in Cronbach alpha

Cronbach's Alpha assumes that all observed variables in table 4.1.1 are equally
reliable, meaning they all measure the same aspect of the research phenomenon.

Table 4.1.2 Reliability Statistics in Cronbach alpha

In transformational leadership, cronbach's Alpha value of 0.992 is very high, the

measure is highly correlated with each other and are likely measuring the same
underlying construct (transformational leadership). However, the exclusion rate of
61.6% is also a significant factor to consider. This means that a substantial portion of
the data was not used in the analysis, which could potentially affect the
generalizability of the results. Besides, Cronbach's Alpha coefficient is 0.971 for
empowerment. This is a very high value, indicating that the items in the
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empowerment measure have excellent internal consistency. In other words, the

questions appear to be measuring the same underlying construct (Strength) very well
and the 12.5% exclusion rate. About employee innovation behavior’s cronbach alpha,
also showed a value of 0.992 indicating strong internal consistency for the measure,
which is a positive sign.

4.2. Descriptive statistics

Table 4.2.1. Descriptive Statistics

Descriptive statistics provide initial insights into the central tendency and
variability of the variables under examination. For TL, EM, and EIB, the mean,
standard deviation, and sample size (N) were computed. TL exhibited a mean of
3.4674 (SD = 1.36407, N = 43), EM displayed a mean of 3.5703 (SD = 0.99145, N =
98), and EIB mirrored EM's statistics with a mean of 3.5703 (SD = 0.99145, N = 98).
These statistics provide a baseline understanding of the distribution of scores within
each construct.
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Table 4.2.2. Correlations

Correlational analysis delves into the relationships between variables, shedding

light on their interdependencies. The Pearson correlation coefficients between TL,
EM, and EIB were computed, alongside their significance levels (two-tailed) and
respective sample sizes. The results revealed strong positive correlations between TL
and both EM (r = 0.934, p < 0.001, N = 43) and EIB (r = 0.934, p < 0.001, N = 43).
Similarly, EM exhibited a perfect correlation with EIB (r = 1.000, p < 0.001, N = 98).
Notably, these findings underscore the robust associations between TL, EM, and EIB
within the sampled population.

The descriptive statistics indicate moderate-to-high mean scores for TL, EM,
and EIB, suggesting a favorable perception of these constructs among participants.
Moreover, the correlations elucidate significant positive relationships between TL,
EM, and EIB, aligning with theoretical expectations. The exceptionally high
correlation coefficients imply a strong convergence between TL, EM, and EIB,
indicative of their conceptual interconnectedness. However, caution is warranted
concerning potential multicollinearity issues, given the high correlations observed.

In conclusion, the measurement model testing for TL, EM, and EIB yielded
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promising results, affirming their validity and reliability within the studied context.
The robust correlations between these constructs underscore their integral role in
fostering organizational effectiveness and stimulating employee innovation.

4.3. Hypothesis testing results

Table 4.3. Coefficients

Variables CH, IS, and IC have t-test Sig values of 0.401, respectively; 0.182,
and 0.988 are greater than 0.05, so these variables are not meaningful in the regression
model, or other words, this variable has no impact on the dependent variable EIB.

The remaining variable EM has a t-test Sig less than 0.05, so these variables
are all statistically significant and affect the dependent variable EIB. The regression
coefficient of this independent variable has a positive sign, so the independent
variable EM has a positive impact on the dependent variable.

Conclusion of hypothesis:

Hypothesis 1: Transformational leadership is positively related to employee

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innovation behavior. (rejected)

Hypothesis 2: Transformational leadership is positively related to employees’

perceptions of empowerment. (accepted)

Hypothesis 3: Employees’ perceptions of empowerment have a positive

relationship with employee’s innovation behavior. (accepted)

Hypothesis 4: Employees’ perceptions of empowerment mediate the

relationship between transformational leadership and organizational innovation such
that the relationship will be stronger when perceived empowerment/support for
innovation is high rather than low. (accepted)

The variance inflation factor (VIF) is a statistic for assessing the phenomena
of collinearity in a regression model. Multicollinearity is a phenomenon in which
independent variables are highly connected. Multicollinearity arises in the regression
model, making numerous indicators misleading and rendering quantitative analysis
results meaningless. The smaller the VIF, the less probable multicollinearity will
occur. According to (Hair Jr., et al., 2009), a VIF threshold of 10 or greater leads to
substantial multicollinearity. Researchers should aim to keep VIF as low as feasible,
as substantial multicollinearity can emerge even at VIF levels of 5 or 3. According to
(Thọ, 2013), if VIF > 2, we should be cautious since multicollinearity may arise,
resulting in bias in regression estimates.

With the table above, the VIF coefficients of the independent variables are all
less than 10 and greater than 2, so the model may have multicollinearity, causing bias
in the regression estimates.

From the regression coefficients, we can build two standardized and

unstandardized regression equations in the following order:

Y = 0.79*EM + ε

Y = 0.123 + 0.799*EM + ε
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CHAPTER 5 DISCUSSION

5.1. Summary of Findings

This study studies the relationship between transformational leadership,

empowerment, and innovative employee behavior. It contributes by identifying both
the direct and indirect effects of these factors on organizational innovation, filling a
vacuum in the literature. Furthermore, the study incorporates quantitative analysis, in
contrast to the qualitative approaches that are prevalent in leadership literature and
provides practical advice for firms looking to boost employee innovation.

Cronbach's Alpha index serves as a robust measure to assess the internal

reliability of measurement scales, ensuring consistency and homogeneity among
observed variables. In this study, Cronbach's Alpha values for transformational
leadership (TL), empowerment (EM), and employee innovation behavior (EIB)
demonstrated strong internal consistency, indicating high reliability in measuring the
underlying constructs.

Descriptive statistics offer initial insights into the distribution of scores within
each construct, revealing moderate-to-high mean scores for TL, EM, and EIB. The
correlational analysis further elucidates significant positive relationships between TL,
EM, and EIB, underscoring their conceptual interconnectedness within the sampled
population.

However, caution is warranted regarding potential multicollinearity issues,

given the high correlations observed between variables. This is particularly relevant
in the context of regression analysis, where variables CH, IS, and IC are deemed
statistically insignificant in predicting EIB, while the remaining variable EM
demonstrates a significant positive impact on EIB.

Considering hypothesis testing, while Hypotheses 1 and 2 were rejected,

Hypotheses 3 and 4 were accepted, suggesting a positive relationship between
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employees' perceptions of empowerment and both employee innovation behavior and

the mediation of this relationship in organizational innovation.
Finally, the assessment of the variance inflation factor (VIF) highlights
potential multicollinearity concerns, underscoring the need for cautious interpretation
of regression estimates to mitigate bias.
In conclusion, the findings affirm the validity and reliability of the
measurement model for TL, EM, and EIB, emphasizing their integral role in fostering
organizational effectiveness and stimulating employee innovation despite potential
multicollinearity challenges.
5.2. Discussion

The findings presented in this study shed light on several important aspects
related to transformational leadership, employee empowerment, and innovation
behavior within organizational contexts. The robustness of the measurement scales,
as indicated by high Cronbach's Alpha values for transformational leadership,
empowerment, and employee innovation behavior, underscores the reliability of the
data collected. These results align with prior research highlighting the importance of
these constructs in organizational settings.

However, the substantial exclusion rates observed in the data raise concerns
about potential biases in the sample and the generalizability of the findings. Future
research should aim to address this issue by employing strategies to minimize
exclusion rates and enhance the representativeness of the sample.

The strong positive correlations identified between transformational

leadership, employee empowerment, and innovation behavior provide empirical
support for theoretical frameworks suggesting interconnections between these
constructs. These findings suggest that leaders who exhibit transformational qualities
are more likely to empower their employees, fostering a culture of innovation within
the organization.

Interestingly, while transformational leadership and its direct relationship with

 24

innovation behavior were not supported by the data, the acceptance of Hypotheses 3
and 4 underscores the mediating role of employee empowerment in facilitating
innovative behavior. This highlights the importance of considering indirect pathways
through which leadership influences organizational outcomes, such as through the
empowerment of employees.

Moreover, the identification of potential multicollinearity issues underscores

the need for cautious interpretation of regression estimates. Researchers should
explore alternative statistical techniques or consider additional control variables to
mitigate the impact of multicollinearity on the results.

Overall, this study contributes to the existing literature by providing empirical

evidence of the relationships between transformational leadership, employee
empowerment, and innovation behavior. By acknowledging the complex interplay
between these variables, organizations can develop more effective leadership
strategies aimed at fostering a culture of innovation and empowering employees to
drive positive change within the organization. However, further research is warranted
to explore these relationships in different organizational contexts and to address the
methodological limitations identified in this study.

5.3. Limitations
When researching the relationship between transformational leadership and
employee innovation behavior, some limitations worth noting need to be considered.
First, the organizational context factor is important. Industry characteristics, size,
organizational structure, and technology used can create different conditions and
constraints, influencing how transformational leadership and innovation are
implemented. Research should examine and evaluate the characteristics of the
organizational context to better understand the magnitude of the influence of
transformational leadership. Recognizing and reporting the limitations of research is
important, which enhances transparency and direction for further research in the field.
A full consideration of factors such as organizational context, organizational culture,
 25

and other constraints will contribute to providing deeper insights into the relationship
between transformational leadership and employee innovation behavior implications.
5.4. Implication

The conclusions of the study on how transformational leadership through

empowerment can drive innovative employee behavior have several important
implications.

Theoretical Implications

The study strengthens and expands existing theoretical understanding of

transformational leadership as a catalyst for employee innovation and creativity. By
identifying empowerment as an important mediation mechanism, the study offers a
deeper explanation of the fundamental processes through which transformational
leaders can unlock and harness the innovative potential of their followers ( (Kark,
2003) . This adds to the amount of research literature on the different paths through
which transformational leadership styles influence employee outcomes beyond
performance metrics (Gumusluoglu, 2009) ; (Tierney, 1999)

Methodological Implications

This study's use of cross-sectional survey design highlights the need for more
rigorous longitudinal research to better establish causal relationships between
transformational leadership, empowerment, and innovative behavior over time
(Edmondson, 1999). Incorporating evaluations from multiple sources, such as
supervisor ratings or objective results related to innovation, will also reinforce
methodological rigor and reliability in findings (Avolio & Bass, 2004).

Practical Implications

For organizational leaders and HR practitioners, the study's conclusions offer

promising guidance on how to leverage transformational leadership methods to foster
a more innovative workforce. By emphasizing empowerment and autonomy,
transformational leaders can create an environment that stimulates employee passion,
 26

initiative, and a sense of personal responsibility in fostering innovation (Deci, 1985);

(Shalley, 2004). This suggests that organizations should invest in developing
transformational leadership among their managers and supervisors, along with
adapting organizational systems, policies, and cultures to support and reinforce an
empowerment-based approach (Podsakoff, 1990). Overall, the conclusions and
implications of the study highlight the enormous potential of organizations in
harnessing transformational leadership as a strategic lever to foster an innovative,
agile and resilient workforce.
 27

CONCLUSIONS

The study's conclusion clearly indicates that transformational leadership

through empowerment can promote innovative employee behavior. While further
specific research into this direct relationship may be warranted, previous findings
from related studies suggest a promising correlation.

By fostering a leadership environment that emphasizes empowerment and

autonomy for employees, organizations can enhance their innovation capabilities.
This can stimulate passion, willingness to take initiative, and a sense of personal
responsibility, creating a more motivational work environment and encouraging
employees to engage in the processes of creativity and innovation.

Therefore, applying transformational leadership through empowerment can be

an effective way to promote innovative employee behavior within the organization,
while also yielding significant benefits for its development and competitiveness.
 28

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APPENDICES

Appendix 1 Scales of study variables

Variable and Item in English Item in Vietnamese

source of scale
Transformational Proud of him/her Tôi tự hào về quản lý của tôi
Leadership (Avolio,
1999) - Charisma/ Goes beyond self-interest Quản lý của tôi đặt mục tiêu của

Inspirational tổ chức hơn lợi ích cá nhân

Has my respect Quản lý của tôi được nhân viên

tôn trọng

Displays power and confidence Quản lý của tôi luôn thể hiện
năng lực và sự tự tin của mình

Talks of values Quản lý của tôi luôn đề cao giá trị

của bản thân

Models ethical standards Quản lý của tôi có các tiêu chuẩn

về chuẩn mực đạo đức

Considers the moral/ ethical Quản lý của tôi coi trọng đạo đức
của nhân viên

Emphasizes the collective mission Quản lý của tôi đề cao sứ mệnh

của tập thể

Talks optimistically Quản lý của tôi luôn có thái độ lạc

quan

Expresses confidence Quản lý của tôi luôn thể hiện sự

tự tin của mình

Talks enthusiastically Quản lý của tôi luôn phát biểu

 38

nhiệt tình trong các cuộc họp

Arouses awareness about Quản lý của tôi luôn khơi dậy

important issues nhận thức về các vấn đề quan
trọng trong tổ chức

Transformational Re-examines assumptions Quản lý của tôi luôn cân nhắc lại
Leadership (Avolio, những giả định trong cùng một
1999) - Intellectual vấn đề
Stimulation
Seeks different views Quản lý của tôi luôn tìm kiếm
những quan điểm khác nhau

Suggests new ways Quản lý của tôi luôn đề xuất

những phương pháp mới

Suggests different angles Quản lý của tôi luôn giải quyết

vấn đề từ những góc độ khác nhau

Transformational Individualizes attention Quản lý của tôi luôn tập trung sự

Leadership (Avolio, chú ý đến từng cá nhân
1999) -
Individualized Focuses your strengths Quản lý của tôi tập trung vào
Consideration điểm mạnh của nhân viên

Teaches and coaches Quản lý của tôi giảng dạy và huấn

luyện nhân viên của mình

Differentiates among us Quản lý của tôi có sự khác biệt so

với các nhân viên trong tổ chức

Empowerment The work I do is very important Công việc bạn làm rất quan trọng
(Spreitzer, 1995) to me (meaning 1). đối với bạn

My job activities are personally Các hoạt động công việc của bạn
meaningful to me (meaning 2). có ý nghĩa cá nhân đối với bạn.
 39

The work I do is meaningful to Công việc bạn làm có ý nghĩa đối

me (meaning 3). với bạn .

I am confident about my ability to Bạn tự tin vào khả năng làm việc
do my job (competence 1). của mình.

I am self-assured about my Bạn tự tin về khả năng thực hiện

capabilities to perform my work các hoạt động công việc của
activities (competence 2). mình.

I have mastered the skills Bạn đã thành thạo các kỹ năng

necessary for my job (competence cần thiết cho công việc của mình.
3).

I have significant autonomy in Bạn có quyền tự chủ đáng kể

determining how I do my job trong việc xác định cách thực hiện
(self-determination 1). công việc của mình.

I can decide on my own how to Bạn có thể tự quyết định cách

go about doing my work (self- thực hiện công việc của mình.
determination 2).

I have considerable opportunity Bạn có nhiều cơ hội độc lập và tự

for independence and freedom in do trong cách thực hiện công việc
how I do my job (self- của mình.
determination 3).

My impact on what happens in Bạn có tác động lớn đến những gì

my department is large (impact xảy ra trong phòng ban của mình.
1).

I have a great deal of control over Bạn có quyền kiểm soát rất lớn
what happens in my department đối với những gì xảy ra trong
(impact 2). phòng ban của mình.
 40

I have significant influence over Bạn có ảnh hưởng đáng kể đến

what happens in my department những gì xảy ra trong phòng ban
(impact 3). của mình.

Employee’s Creating new ideas for difficult Tôi đưa ra ý tưởng mới cho
Innovation Behavior issues (idea generation) những vấn đề khó khăn.

(Jassen, 2000)
Searching out new working Tôi tìm kiếm các phương pháp,
methods, techniques, or kỹ thuật hoặc công cụ làm việc
instruments (idea generation) mới

Generating original solutions for Tôi đề xuất những giải pháp đầu
problems (idea generation) tiên cho các vấn đề phát sinh
trong công việc

Mobilizing support for innovative Tôi huy động sự hỗ trợ cho các ý
ideas (idea promotion) tưởng đổi mới

Acquiring approval for innovative Tôi có được sự chấp thuận cho

ideas (idea promotion) các ý tưởng đổi mới

Making important organizational Tôi thuyết phục các thành viên

members enthusiastic for quan trọng của tổ chức để họ cảm
innovative ideas (idea promotion) thấy hứng thú với những ý tưởng
đổi mới

Transforming innovative ideas Tôi chuyển đổi các ý tưởng sáng

 41

into useful applications (idea tạo thành những ứng dụng hữu
realization) ích

Introducing innovative ideas into Tôi giới thiếu những ý tưởng sáng
the work environment in a tạo vào môi trường làm việc một
systematic way (idea realization) cách có hệ thống

Evaluating the utility of Tôi tham gia đánh giá tính hữu
innovative ideas (idea realization) ích của các ý tưởng đổi mới

Questionnaire

Tiêu đề:

Khảo sát "Ảnh hưởng sự chuyển đổi phong cách lãnh đạo đến đổi mới sáng tạo
của nhân viên"

Phụ đề:

Kính gửi anh/chị!

Chúng em là nhóm nghiên cứu đến từ Khoa Quản trị Kinh doanh - Trường Đại học Kinh tế
Quốc dân. Hiện chúng em đang thực hiện nghiên cứu về đề tài: "Ảnh hưởng của phong cách
lãnh đạo chuyển đổi thông qua hành vi trao quyền đến sự đổi mới sáng tạo của nhân viên"
của các doanh nghiệp tại miền Bắc Việt Nam nhằm tìm kiếm giải pháp giúp các doanh nghiệp
nâng cao năng suất.

Dưới đây là bảng khảo sát nhóm đã xây dựng nhằm phục vụ mục đích nghiên cứu. Với mỗi
câu hỏi, chúng em rất mong nhận được những đánh giá phù hợp với bản thân anh/chị để kết
quả công trình được chính xác nhất. Thông tin anh/chị cung cấp được giữ bí mật và chỉ sử
dụng cho mục đích nghiên cứu của nhóm.
 42

Chúng em xin trân trọng cảm ơn!

Phần 1: Thông tin chung:

1. Anh/chị hiện đang làm việc tại doanh nghiệp/cơ quan

• Có
• Không

2. Chức vụ của anh/chị trong doanh nghiệp

• Tổng giám đốc

• Phó giám đốc
• Trưởng nhóm
• Giám đốc phòng
• Quản lý nhóm
• Nhân viên

3. Giới tính của anh/chị

• Nam
• Nữ
• Khác
 43

4. Độ tuổi của anh/chị

• Từ 18 đến dưới 25 tuổi
• Từ 25 đến dưới 35 tuổi
• Từ 36 đến dưới 55 tuổi
• Trên 55 tuổi
5. Thời gian anh/chị đã làm việc tại doanh nghiệp
• Dưới 1 năm
• 1 – 2 năm
• 3 – 5 năm
• 6 – 10 năm
• Trên 10 năm
6. Lĩnh vực hoạt động của doanh nghiệp
• Nông nghiệp
• Công nghiệp và Xây dựng
• Thương mại
• Tài chính, Bảo hiểm, Ngân hàng
• Công nghệ
• Y tế
• Khác
7. Số lượng nhân viên
• Dưới 10 người
• Từ 10 đến dưới 50 người
• Từ 50 đến dưới 150 người
• Từ 150 đến dưới 500 người
• Từ 500 người trở lên
Phần 2: Các yếu tố ảnh hưởng đến lãnh đạo chuyển đổi trong môi trường làm việc

1. Đánh giá của anh/chị về sức hút của người lãnh đạo trực tiếp anh/chị trong môi trường
làm việc
(Anh/chị vui lòng đánh giá mức độ đồng ý với các quan điểm dưới đây)
 44

Hoàn toàn Không đồng Bình thường Đồng ý Hoàn toàn

không đồng ý ý đồng ý

Anh/Chị cảm thấy

tự hào về người
lãnh đạo trực tiếp
của anh/chị

Người lãnh đạo

trực tiếp của
anh/chị đặt mục
tiêu của tổ chức
hơn lợi ích cá
nhân

Người lãnh đạo

trực tiếp của
anh/chị có được
nhân viên tôn
trọng

Người lãnh đạo

trực tiếp của
anh/chị luôn thể
hiện năng lực và
sự tự tin của mình

Người lãnh đạo

trực tiếp của
anh/chị luôn đề
cao giá trị của bản
thân

Người lãnh đạo

 45

trực tiếp của

anh/chị có các
tiêu chuẩn về
chuẩn mực đạo
đức

Người lãnh đạo

trực tiếp của
anh/chị coi trọng
đến đạo đức của
nhân viên

Người lãnh đạo

trực tiếp của
anh/chị đề cao sứ
mệnh của tập thể

Người lãnh đạo

trực tiếp của
anh/chị luôn có
thái độ lạc quan

Người lãnh đạo

trực tiếp của
anh/chị luôn thể
hiện sự tự tin của
mình

Người lãnh đạo

trực tiếp của
anh/chị luôn phát
biểu nhiệt tình
trong các cuộc
 46

họp

Người lãnh đạo

trực tiếp của
anh/chị luôn thúc
đẩy nhận thức của
nhân viên về các
vấn đề quan trọng
trong tổ chức

2. Đánh giá về sự khích lệ tinh thần của người lãnh đạo trực tiếp anh/chị đối với nhân
viên trong môi trường làm việc
(Anh/chị vui lòng đánh giá mức độ đồng ý với các quan điểm dưới đây)

Hoàn toàn Không đồng Bình thường Đồng ý Hoàn toàn

không đồng ý ý đồng ý

Người lãnh đạo

trực tiếp của
anh/chị luôn cân
nhắc lại những giả
định trong cùng
một vấn đề

Người lãnh đạo

trực tiếp của
anh/chị luôn tìm
kiếm những quan
điểm khác nhau

Người lãnh đạo

trực tiếp của
 47

anh/chị luôn đề
xuất những
phương pháp mới

Người lãnh đạo

trực tiếp của
anh/chị luôn giải
quyết vấn đề từ
những góc độ
khác nhau

3. Đánh giá về mức độ cá nhân hóa của người lãnh đạo trực tiếp anh/chị đối với nhân
viên trong môi trường làm việc
(Anh/chị vui lòng đánh giá mức độ đồng ý với các quan điểm dưới đây)

Hoàn toàn Không đồng Bình thường Đồng ý Hoàn toàn

không đồng ý ý đồng ý

Người lãnh đạo

trực tiếp của
anh/chị luôn tập
trung sự chú ý đến
từng cá nhân

Người lãnh đạo

trực tiếp của
anh/chị tập trung
vào điểm mạnh
của nhân viên

Người lãnh đạo

trực tiếp của
anh/chị giảng dạy
và huấn luyện
 48

từng nhân viên

của mình

Người lãnh đạo

trực tiếp của
anh/chị có sự
khác biệt so với
các nhân viên
trong tổ chức

Phần 3: Các yếu tố ảnh hưởng đến hành vi trao quyền cho nhân viên

(Trao quyền (Empowerment) là sự chuyển giao quyền hạn và trách nhiệm được lập kế hoạch
trước đó và tiến hành một cách cẩn trọng nhằm thực hiện các công việc trong một giới hạn
đã được thỏa thuận giữa người trao quyền và người được trao quyền.)

1. Đánh giá về ảnh hưởng của công việc đến anh/chị.

(Anh/chị vui lòng đánh giá mức độ đồng ý với các quan điểm dưới đây.)

Hoàn toàn Không đồng Bình thường Đồng ý Hoàn toàn

không đồng ý ý đồng ý

Công việc của

anh/chị có mức độ
quan trọng cao
đối với anh/chị

Những tác vụ cụ
thể trong công
việc của anh/chị
mang ý nghĩa cá
nhân đối với
anh/chị
 49

Anh/chị cảm thấy

công việc anh/chị
làm mang đến ý
nghĩa đối với
anh/chị

2. Đánh giá của anh/chị về năng lực của bản thân trong công việc

(Anh/chị vui lòng đánh giá mức độ đồng ý với các quan điểm dưới đây)

Hoàn toàn Không đồng Bình thường Đồng ý Hoàn toàn

không đồng ý ý đồng ý

Anh/chị cảm thấy

anh/chị tự tin vào
khả năng giải
quyết vấn đề
trong công việc
của mình

Anh/chị cảm thấy

anh/chị tự tin về
khả năng thực thi
các tác vụ trong
trong công việc
của mình

Anh/chị cảm thấy

anh/chị đã thành
thạo các kỹ năng
cần thiết cho công
việc của mình
 50

3. Đánh giá của anh/chị về quyền tự chủ của bản thân trong công việc

(Anh/chị vui lòng đánh giá mức độ đồng ý với các quan điểm dưới đây)

Hoàn toàn Không đồng Bình thường Đồng ý Hoàn toàn

không đồng ý ý đồng ý

Anh/chị thấy rằng

anh/chị được tự
xác định cách
thức thực hiện
công việc của
mình

Anh/chị thấy rằng

anh/chị được tự
quyết định hướng
đi trong công việc
của mình

Anh/chị thấy rằng

anh/chị được trao
tự do và cơ hội để
phát triển năng
lực trong cách
thực hiện công
việc của mình

4. Đánh giá của anh/chị về sự ảnh hưởng của bản thân trong công việc

(Anh/chị vui lòng đánh giá mức độ đồng ý với các quan điểm dưới đây)
 51

Hoàn toàn Không đồng Bình thường Đồng ý Hoàn toàn

không đồng ý ý đồng ý

Anh/chị thấy rằng

anh/chị có ảnh
hưởng lớn đến
những gì xảy ra
trong phòng ban
của mình

Anh/chị thấy rằng

anh/chị có quyền
kiểm soát công
việc và khả năng
chỉ ra vấn đề với
đồng nghiệp trong
phòng ban của
mình

Anh/chị thấy rằng

tiếng nói của
anh/chị có ảnh
hưởng đáng kể
đến những gì xảy
ra trong phòng
ban của mình

Phần 3: Các yếu tố ảnh hưởng đến hành vi đổi mới của nhân viên

1. Đánh giá của anh/chị về khả năng tạo ý tưởng của bản thân trong môi trường làm việc

(Anh/chị vui lòng đánh giá mức độ đồng ý với các quan điểm dưới đây)
 52

Hoàn toàn Không đồng ý Bình thường Đồng ý Hoàn toàn

không đồng ý đồng ý

Anh/chị được
đưa ra ý
tưởng mới
cho những
vấn đề của
doanh nghiệp

Anh/chị tìm
kiếm các
phương pháp,
kỹ thuật hoặc
công cụ làm
việc mới

Anh/chị đề
xuất những
giải pháp cho
các vấn đề
phát sinh
trong công
việc

2.Đánh giá của anh/chị về khả năng phát triển ý tưởng của bản thân trong môi trường làm
việc(Anh/chị vui lòng đánh giá mức độ đồng ý với các quan điểm dưới đây)

Hoàn toàn Không đồng ý Bình thường Đồng ý Hoàn toàn

không đồng ý đồng ý

Anh/chị luôn
tìm kiếm sự
hỗ trợ cho các
ý tưởng đổi
mới
 53

Anh/chị nhận
được sự chấp
thuận cho các
ý tưởng đổi
mới từ người
lãnh đạo trực
tiếp

Anh/chị biết
cách thuyết
phục các
thành viên của
tổ chức để họ
cảm thấy hứng
thú với những
ý tưởng đổi
mới

3. Đánh giá của anh/chị về khả năng thực hiện ý tưởng của bản thân trong môi trường làm
việc

Hoàn toàn Không đồng ý Bình thường Đồng ý Hoàn toàn

không đồng ý đồng ý

Anh/chị
chuyển đổi
các ý tưởng
sáng tạo thành
những ứng
dụng hữu ích

Anh/chị giới
thiệu những ý
tưởng sáng
tạo vào môi
trường làm
việc một cách
có hệ thống

Anh/chị tham
gia đánh giá
tính hữu ích
của các ý
tưởng đổi mới
54