The validity of the instrument yielded r=0.75 using the Pearson's Product Moment of correlation while the reliability was tested with a pilot sample using the Cronbach Alpha giving a reliability coefficient of 0.85. Data were collected from secondary sources which include textbooks, unpublished articles and journal publications. Primary data were collected through the use of the questionnaire and oral interview. From this, a sample size of 264 was determined using the Taro Yammane formula. The target population was seven hundred and eighty (780) management and staff of Innoson Technical and Industrial Company and Sunchi Integrated Farms Limited, Enugu State, Nigeria. The study adopted survey design method of research. The specific objectives of the study were to ascertain the effect of open communication on employee participation and determine the effect of reward system on the morale of employees in organizations. Most organizations focus mainly on the relationship with the external environment with lean concern on the internal environment. The instrument can be used to assess and improve the multilevel leadership vis-a-vis the R&D outcomes and leader performance.Īn all important ingredient in obtaining a thriving relationship within the business environment which results to sufficiency in performance of any organization is trust.

Under high (low) leader’s motivation, favourable (unfavourable) R&D climate, HRM practices, high (low) knowledge sharing, the positive relationships multilevel leadership with R&D outcomes and leader performance were strengthened (weakened). Multilevel leadership positively predicted R & D outcomes and leader performance. It had acceptable reliability and validity. An instrument to access multilevel leadership includes, cognitive, affective, and interpersonal factors. The subordinate assessed the leadership and knowledge sharing, and the leader assessed all other variables. Data were collected from selected 139 R&D laboratories in India from each laboratory one leader and three of his/her subordinates, scientists working in coordination with the leader, were surveyed administering the questionnaire. It also examines the moderating effects of leaders’ motivation, R&D climate, HRM practices and knowledge sharing between multilevel leadership and R&D outcomes and leader performance. It examines the impact of multilevel leadership on R&D outcomes and R&D performance.

This study develops an inventory to access talent management on multilevel leadership.

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