Exploring The Relationship Between Leadership Behaviors and Individual Innovation Effectiveness Among Administrators of The Northeastern TVET Institutes In Cambodia
DOI:
10.51601/ijersc.v7i5.1115Published:
2026-10-20Downloads
Abstract
Understanding organizational behavior and leadership via complex, linked dynamics that create an environment for organizational learning, flexibility, and innovation is known as complexity leadership. Hence, this study aimed to explore the relationship between leadership behaviors and individual innovation effectiveness among administrators of the Northeastern TVET Institutes in Cambodia. The study used a cross-sectional survey design and a quantitative research approach. The samples were 120 administrators from the Northeastern TVET Institutes completing the surveyed questionnaires. Collected data were analyzed using descriptive and inferential statistics via computer software. The correlation matrix revealed numerous pairs of associated items, and three Pearson r tests were significantly and moderately connected. All three null hypotheses were disproved, and both simple and multiple linear regression produced significant regression equations. There was a stepwise regression. Regression analysis revealed a significant equation. Setting clear goals and deliverables was equivalent to the participants’ anticipated level of individual creativity. By identifying empirical evidence indicating statistically significant connections between complexity leadership and individual innovation inside an organization, the study filled a gap in the literature. In order to foster individual innovation, all leaders should ambidextrously supply agents in networks both dampening (administrative) and amplifying (generative) input. This study suggests that leaders need to set clear goals and deliverables.
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