Leadership Styles and Innovation Performance: The Role of Coopetition Capability and In-Learning in Financial Service Firms

Abstract

Profound technological changes and high network levels have triggered competitive innovations and leadership style among firms. However, few studies have explored the leadership style needed to innovate within the duality of coopetition capabilities and in-learning. Therefore, the authors explore how leadership style affects innovation performance in the context of financial service firms. Using a PLS analytical approach and dynamic capability perspective (DCP), the authors find that coopetition capability positively mediates the relationship between leadership style and innovation performance. The finding also indicates that in-learning negatively moderates the relationship between coopetition capability and innovation performance.