Innovation is crucial for the long-term survival of MNEs. Especially, in small nations like the Netherlands, innovation is important to be competitive in the international market. The innovative capacity of MNEs dependents on each employee’s ability to act in an innovative type of way, which makes it essential to enhance employee innovative behaviour. A participative leadership style is one way of enhancing employee innovative behaviour. This relationship could be strengthened by different work climates. This thesis investigates a pro-active and risk-taking work climate because those climates have similar characteristics as a participative leadership style. The purpose of this thesis is to explain the relationship between participative leadership and employee innovative behaviour, and how this relationship is contingent on a risk-taking and pro-active work climate in the context of Dutch MNEs. The research is done through a quantitative method by sending a survey to five Dutch MNEs, active in different branches. The results show a positive significant relationship between participative leadership and employee innovative behaviour, and a positive significant moderating effect of a pro-active work climate on this relationship. Besides, only when certain departments are selected, a positive significant moderating effect of a risk-taking work climate is found. This thesis contributes to the literature by showing a positive significant direct effect of participative leadership on employee innovative behaviour. Moreover, this thesis investigated a pro-active and risk- taking work climate as moderating variables on this relationship which has not been done before.

Syfte Syftet med studien är att undersöka hur projektledare självskattar sitt ledarskap och projektmedlemmar upplever motivation i pre-development projekt på Karolinska Universitetssjukhuset och Scania. Metod Studien är kvantitativ och deduktiv. För att undersöka förekomst av transformellt ledarskap hos projektledare och inre motivation hos projektmedlemmar har vi valt att använda två frågeformulär, Multifactor Leadership Questionnaire Leader Form respektive Work Preference Inventory. Båda formulären är undersökta av forskare vad gäller validitet och reliabilitet. Resultat Resultatet i vår undersökning visade att projektledare på Karolinska hade en högre förekomst av transformellt ledarskap än de på Scania. I båda organisationerna fanns även transaktionellt ledarskap i ganska stor utsträckning medan förekomsten av passivt undvikande ledarskap var lägre. I analysen av underfaktorerna i MLQ Leader Form (5x-Short) visade våra data för transformellt ledarskap att idealiserade inflytandet och intellektuell stimulans låg högre på Karolinska. För det transaktionella ledarskapet låg villkorad belöning högre på Karolinska medan ledarskap med aktiva undantag var högre på Scania. Vår undersökning visar att projektmedlemmar i båda organisationerna hade en högre förekomst av inre motivation jämfört med yttre motivation. Det fanns ingen signifikant skillnad mellan organisationerna vad gäller inre motivation. Vad gäller yttre motivation visade vår undersökning att Scanias projektmedlemmar låg signifikant högre än Karolinskas. Underfaktorerna i WPI analyserades och visade att faktorerna för inre motivation skilde sig väldigt lite mellan organisationerna. Yttre motivationsfaktorn kompensation låg högre på Scania i projekten men generellt var den lika hos projektmedlemmarna i båda organisationerna. Den andra yttre motivationsfaktorn, orientering mot erkännande och andras styrning låg högre på Scania både i projekten och generellt. Forskningsbegränsningar/implikationer En begränsning är att vi undersökt ett urval av projekt i två organisationer. Urvalet är gjort utifrån Scanias definition av pre-development projekt. Praktiska implikationer Tidigare forskning tyder på att transformellt ledarskap och inre motivation är särskilt viktigt i tidig fas av radikala innovationer. Vår undersökning visade att både transformellt ledarskap och inre motivation är vanligare än transaktionellt ledarskap och yttre motivation. Ett nästa steg skulle vara att utöka antal organisationer och projekt samt att koppla ledarskap och motivation till resultat i projekten för att se om det finns någon korrelation. Det skulle visa om ökat transformellt ledarskap och inre motivation kan ha positiv effekt på resultatet i pre-development projekt. Originalitet/värde Vi har inte hittat någon forskning som jämfört två organisationer som bedriver pre-development projekt med avseende på transformellt ledarskap och inre motivation. Sökord: pre-development projekt, transformellt ledarskap, innovativt beteende och inre motivation / Purpose The purpose of this study was to investigate how project managers self estimates their leadership and project members perceive motivation in pre-development projects at the Karolinska University Hospital and Scania. Design/methodology/approach This study is quantitative and deductive. To investigate the presence of transformational leadership in project managers and internal motivation in project members we have chosen to use two questionnaires, Multifactor Leadership Questionnaire and Work Preference Inventory. Researchers have examined both forms in terms of validity and reliability. Findings The results of our study showed that a project manager at Karolinska had a higher incidence of transformational leadership than at Scania. In both organizations the transactional leadership was also fairly common while the occurrence of passive avoidance leadership was lower. In the analysis of our data the subfactors in the MLQ Leader Form (5x-Short) showed that idealized influence and intellectual stimulation were higher at Karolinska for transformational leadership. For the transactional leadership was contingent reward higher at Karolinska while leadership with active exception was higher at Scania. Our investigation showed that the project members in both organizations had a higher incidence of intrinsic motivation compared to extrinsic motivation. Extrinsic motivation in project members was significantly higher at Scania than Karolinska but there was no difference regarding intrinsic motivation. When the data from the subfactors in WPI were analysed it showed that the factors of intrinsic motivation differed very little between the organisations. Extrinsic motivation factor compensation was higher at Scania in the projects but in general it was the same for the project members in both organizations. The second external motivation factor, orientation towards recognition and control of others was higher at Scania both in projects and in general. Research limitations/implications In our investigation we examined a selection of projects in two organizations. The selection was done based on Scanias definition of pre-development projects. Practical implications Previous research suggests that transformational leadership and internal motivation is particularly important in the early phase of radical innovation. Our investigation showed that both transformational leadership and internal motivation was more common than transactional leadership and extrinsic motivation at both Karolinska and Scania. A next step would be to expand the number of organizations and projects. It would also be interesting to examine if leadership and/or motivation has any correlation to the result of projects. It would show whether increased transformational leadership and internal motivation could have a positive effect on the results in pre-development projects. Originality/value We have not found any research that compares two organizations engaged in pre-development projects with regard to transformational leadership and intrinsic motivation. Keywords: pre-development project, transformational leadership, innovative behaviour and intrinsic motivation