Krause, Diana E.Gebert, DietherKearney, Eric2019-01-082019-01-0820071548-0518https://depositonce.tu-berlin.de/handle/11303/8895http://dx.doi.org/10.14279/depositonce-8024Dieser Beitrag ist mit Zustimmung des Rechteinhabers aufgrund einer (DFG geförderten) Allianz- bzw. Nationallizenz frei zugänglich.This publication is with permission of the rights owner freely accessible due to an Alliance licence and a national licence (funded by the DFG, German Research Foundation) respectively.Previous research leaves open which facets of leadership foster the implementation of process innovations. In this study, the authors analyze the effects of delegative-participative and consultative-advisory leadership, respectively, on the implementation success of process innovations. They argue that each of these leadership behaviors entails specific advantages and risks and that therefore the two patterns complement each other. The sample consisted of managers from different organizations. Although the posited main effects of both delegative-participative and consultative-advisory leadership are confirmed, the significant interaction between these two leadership styles has a different direction than the authors hypothesized.en650 Management und unterstützende TätigkeiteninnovationimplementationleadershipdelegationparticipationconsultationArticle1939-7089