01136nam a2200121   4500008004100000100003500041245008100076260000900157300001500166520075000181650003200931773005100963190215b           ||||| |||| 00| 0 eng d  aGunzel-Jensen, Franziska et al  aA two-pronged appraoch?:bcombined leadership styles and innovative behavior  c2018  ap.957-970.  aThis article examines the relationship between transformational, transactional, and empowering leadership and the innovative behavior of public sector employees. Instead of investigating their association individually, this article focuses on the interaction between different types of leadership. The analysis is based on a survey from one of Denmark’s largest hospitals (n = 1,647). The main result is that empowering leadership, which focuses on employee capacity, moderates the association between transformational leadership, which is directed at motivation, and innovative behavior. The findings emphasize the importance of not only focusing on a single leadership style but also understanding how they work in combination. - Reproduced.  aTransformational leadership  aInternational Journal of Public Administration