The Role of Innovation Orientation and Self-Leadership in Organizational Agility

Abstract

This study aims to examine the impact of innovation orientation and self-leadership on organizational agility. This study employs a descriptive-correlational design, with a population consisting of employees from selected organizations. Based on the Morgan and Krejcie table, a sample of 365 participants was randomly selected. Standardized questionnaires were used, including the Sharifi and Zhang (1999) Organizational Agility Questionnaire, the Hurt (1977) Innovation Orientation Scale, and the Houghton and Neck (2002) Self-Leadership Questionnaire. Data were analyzed using Pearson correlation and multiple linear regression in SPSS-27. The results indicated a significant positive relationship between innovation orientation and organizational agility (r=0.61, p<0.001). Additionally, self-leadership had a significant positive effect on organizational agility (r=0.54, p<0.001). Multiple regression analysis revealed that innovation orientation and self-leadership collectively explained 48% of the variance in organizational agility (R²=0.48, p<0.001). The findings suggest that innovation orientation and self-leadership play crucial roles in enhancing organizational agility. Organizations that foster a culture of innovation and empower self-leadership among employees are better equipped to respond swiftly to environmental changes and maintain a competitive advantage. These insights can assist managers and policymakers in formulating strategies to improve organizational performance.