The effect of leadership type perceptions of employees on entrepreneurial and innovative behaviors

Today, the selection of the appropriate leadership style, which is chosen by leaders and reflects their understanding of management, plays an important role in the success of an organisation. Because leadership style is the behavioural style that the manager chooses by taking into account the motivation of the employees and the working environment in order to achieve organisational goals and solve the problems that arise. Thanks to globalisation and advancing communication technologies, today's business world sees leadership as a solution to radical change and transformation. Therefore, studies on leadership is one of the concepts that are addressed in a wider range. The studies conducted in this context show that it focuses on new leadership styles with a rich content with both positive and negative psychological effects. In order to determine the effect of nine leadership styles on the entrepreneurial and innovative behaviours of employees, this study was applied to 396 blue and white collar employees in Sivas 4th Regional Directorate of Turkish Republic State Railways (TCDD) with a relational survey model. According to the correlation analysis performed with the obtained data, there is a weakly significant positive relationship between Nine leadership styles and Entrepreneurial behaviour with r=0.391 and p<0.05 significance level. There is a positive and weakly significant relationship between Nine leadership styles and Innovative behaviour with r=0,398 and p<0,05 significance level. The regression analysis revealed that Nine leadership style has an effect on Entrepreneurial behaviour (β=,466; p<0,05). Nine leadership styles sub-factor Type3_Entrepreneurial leadership has an effect on Entrepreneurial behaviour (β=,326; p<0,05). Nine leadership style sub-factor Type5_Strategic leadership has an effect on entrepreneurial behaviour (β=,349; p<0,05). The regression analysis revealed that Nine leadership styles had an effect on Innovative behaviour (β=,522; p<0,05). Nine leadership styles sub-factor Type3_Entrepreneurial leadership has an effect on Innovative behaviour (β=,182; p<0,05). Nine leadership style sub-factor Type4_Transformational leadership has an effect on Innovative behaviour (β=-,118; p<0,05). Nine leadership style sub-factor Type5_Strategic leadership has an effect on Innovative behaviour (β=,205; p<0,05).