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Introduction
Research indicates that organizations need to be more flexible, adaptive, entrepreneurial and innovative in order to effectively meet the changing demands of today's environment ([89] Orchard, 1998; [91] Parker and Bradley, 2000; [118] Valle, 1999). Appropriate leadership to effect such change has equally been called for ([20], [21] Bass, 1998a, b; [26] Brown, 1992; [73] Kotter and Heskett, 1992; [95] Prajogo and Ahmed, 2006; [102] Schein, 1992). However, despite this attention, there has been little empirical analysis of the theoretical relationships among the key components that comprise such change strategy, including transformational leadership, organizational culture, and organizational innovation. Much of the research undertaken, although valuable, is conceptual in nature ([80] Miner, 2000; [107] Shane and Venkataraman, 2000), although recent studies are now exploring these relationships in more detail ([38] Damanpour and Schneider, 2006; [67] Kavanagh and Ashkanasy, 2006; [82] Mumford and Licuanan, 2004).
Leadership and culture are fundamental components of the change process ([2] Afsaneh, 1993; [72] Kotter, 1998; [103] Schein, 1984). [72] Kotter (1998, p. 166) states that "only through leadership can one truly develop and nurture culture that is adaptive to change." Nonetheless, while research indicates that transformational leadership and innovation are related ([121] Waldman and Bass, 1991) through the change process ([42] Dess and Picken, 2000), the inclusion of organizational culture as an intervening variable in these relationships is yet to be examined comprehensively. Accordingly, our study examines these linkages in more detail, and specifically in terms of their relationships with organizational support for innovation in not-for-profit (NFPs) and FP organizations. We focus on the transformational leadership dimension of vision, which is a major component of transformational leadership ([13] Antonakis and House, 2002; [68] Kim et al. , 2002) and drives much of the change in organizational culture ([39] Deal and Kennedy, 1982; [116] Trice and Beyer, 1993).
NFP organizations
Generally, NFPs are organized around a social mission ([90] Quarter and Richmond, 2001) and embrace values such as philanthropy, voluntarism, and their independence to act as advocates and obtainers of services for their clients or members ([5] Alexander and Weiner, 1998; [99] Salamon et al. , 2004). [61] Hudson (1999, p. 37) asserts that NFP organizations "are at their most effective when the people involved share common values and assumptions...