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Notice of Retraction
After careful and considered review of the content of this paper by a duly constituted expert committee, this paper has been found to be in violation of IEEE's Publication Principles.
We hereby retract the content of this paper. Reasonable effort should be made to remove all past references to this paper.
The presenting author of this paper has the option to appeal this decision by contacting TPII@ieee.org.
With increasing international competition and rapid technological change, innovation has become the driving force for organizations to win sustainable competitive advantage. Given the dominant role of leadership in the workplace, prior research has suggested that leadership styles have substantial impact on innovation. However, potential mechanism of these effects has not yet been adequately addressed. To shed some light on this issue, this study investigated the relationship between different leadership styles and team innovation with the mediating effects of knowledge sharing and team communication. Using data from 482 employees and their supervisors in the PRC, the findings suggested that knowledge sharing and team communication completely mediated the negative relationship between authoritarian leadership and team innovation, and partially mediated the contributions of transformational leadership and benevolent leadership to team innovation. Implications for the adoption of leadership styles and innovation management were discussed.