Transformational leadership dimensions and employee creativity in China: A cross-level analysis

2015 ◽  
Vol 68 (6) ◽  
pp. 1149-1156 ◽  
Author(s):  
Chaoping Li ◽  
Hao Zhao ◽  
Thomas M. Begley
Keyword(s):  
Transformational Leadership ◽  
Employee Creativity ◽  
Leadership Dimensions ◽  
Level Analysis

Transformational leadership and employee creativity

2015 ◽  
Vol 53 (5) ◽  
pp. 894-910 ◽  
Author(s):  
Swati Mittal ◽  
Rajib Lochan Dhar
Keyword(s):  
Transformational Leadership ◽  
Knowledge Sharing ◽  
Leadership Style ◽  
High Performance ◽  
Hierarchical Regression ◽  
Medium Size ◽  
Employee Creativity ◽  
Content Type ◽  
Managerial Implications ◽  
Transformational Leadership Style

Purpose – Among the different styles of leadership, transformational leadership has gained most attention from organisational researchers and academics. Although transformational leadership and its work-associated outcomes have been examined in previous literature, only a small number of studies highlighted the role of transformational leadership style in fostering employee creativity, mediated through their creative self-efficacy (CSE) in the context of Indian organisations. The purpose of this paper is to observe the effect of transformational leadership on employee creativity in small and medium sized IT companies, where CSE is proposed as a mediator and knowledge sharing as a moderator through which a transformational leader tends to influence the creativity of the employees. Design/methodology/approach – Data were gathered from 348 manager-employee dyads of small and medium size IT companies operating in India. They replied to questions about their leader’s transformational leadership style, employee CSE, knowledge sharing and creativity. Findings – Findings of the present study, derived from a hierarchical regression analysis, using the data of 348 manager-employee dyads from Indian IT SMEs professionals, revealed that CSE mediates the relation between transformational leadership and employee creativity. In addition, knowledge sharing acts as a moderator for CSE and employee creativity. Research limitations/implications – A sample size is one probable limitation of the study. Another limitation of the study is that factors used for the survey were self-reported by the respondents. Self-reporting may not always produce reliable and accurate response. Practical implications – Based on the results, this study presents strong theoretical and managerial implications that can be used by IT organisations to evaluate the consequence of transformational leadership on employee creativity. Through transformational leadership style, leader can develop CSE and employee creativity to do things in a better way and develop knowledge sharing in employees for high performance. Therefore, the IT industry need to understand that creativity is one of the approaches to attaining and sustaining competitive advantage. In addition, it is important for them to find out more about the relation between transformational leadership, CSE and employee creativity. Originality/value – The study adds to the existing literature by illuminating the process through which transformational leadership has a significant effect on fostering CSE and employee creativity.

Self-Efficacy and Resilience: Mediating Mechanisms in the Relationship Between the Transformational Leadership Dimensions and Well-Being

2019 ◽  
Vol 27 (3) ◽  
pp. 256-270 ◽  
Author(s):  
Nia Plamenova Djourova ◽  
Isabel Rodríguez Molina ◽  
Nuria Tordera Santamatilde ◽  
Gebeyehu Abate
Keyword(s):  
Transformational Leadership ◽  
Social Services ◽  
Indirect Effects ◽  
Self Efficacy ◽  
Time Lag ◽  
Well Being ◽  
Negative Effect ◽  
Mediating Mechanisms ◽  
The Relationship ◽  
Leadership Dimensions

The objective of this article is to test the roles of self-efficacy and resilience as consecutive mediators in the relationship between the four dimensions of transformational leadership and well-being (operationalized as psychosomatic complaints and psychological distress). The sample consists of 225 social services employees in Spain. Data were gathered at two time points with a time-lag of 6 months. We used path analysis to test the hypothesized model and Monte Carlo confidence intervals to check the significance of the indirect effects. Our results showed that only two of the four transformational leadership dimensions have a direct impact on self-efficacy: inspirational motivation and individualized consideration, although contrary to our hypothesis, the latter had a negative effect on self-efficacy. As for the indirect effects, self-efficacy did not mediate between the leadership dimensions and well-being, whereas resilience mediated between self-efficacy and well-being. Self-efficacy and resilience consecutively mediated between the leadership dimensions and well-being. Our findings contribute to understanding the underlying mechanisms connecting different dimensions of transformational leadership and well-being, and they highlight the importance of developing employees’ personal resources.

Linking person–organization adhocracy value congruence to creativity

2020 ◽  
Vol 35 (7/8) ◽  
pp. 603-615
Author(s):  
Ang Gao ◽  
Kai Zhao ◽  
Qing Qu
Keyword(s):  
Transformational Leadership ◽  
Design Methodology ◽  
Polynomial Regression ◽  
Value Congruence ◽  
Employee Creativity ◽  
Content Type ◽  
Creativity Research ◽  
Value Congruency ◽  
New Perspective ◽  
Practical Implications

PurposeThe purpose of this study is to examine the effect of person–organization (P-O) adhocracy value congruence on employee creativity using the supplementary fit theory while investigating the moderating effect of the immediate supervisor's transformational leadership.Design/methodology/approachThe study uses polynomial regression to analyze 431 employees from 47 Chinese companies.FindingsHigher levels of creativity were observed in employees whose adhocracy value was congruent with that of the organization.Practical implicationsThe practice of hiring employees with creative value or building creative culture may not trigger employee creativity if managers do not take value congruence into consideration.Originality/valueThis study introduces a new perspective on understanding creativity in the workplace. First, it contributes to work on the consequences of P-O value congruency by exploring how supplementary fit influences employee creativity. Second, it contributes to creativity research by proposing a P-O supplementary fit argument to explain the actor-context interactionist model of creativity.

The impact of transformational leadership on employee creativity: the role of learning orientation

2015 ◽  
Vol 9 (1) ◽  
pp. 78-98 ◽  
Author(s):  
Jeevan Jyoti ◽  
Manisha Dev
Keyword(s):  
Transformational Leadership ◽  
Equation Modeling ◽  
Learning Orientation ◽  
Transformational Leader ◽  
Employee Creativity ◽  
Content Type ◽  
The Impact ◽  
The Relationship ◽  
Moderating Role

Purpose – This research aims to explore the relationship between transformational leadership and employee creativity. In addition, we intend to study the moderating role played by learning orientation in the relationship between transformational leadership and employee creativity. Design/methodology/approach – Data have been collected from employees working at the Airtel and Aircel call centers of J&K (India). A two-step approach to structural equation modeling (SEM) was applied. Confirmatory factor analysis was conducted to assess the proposed measurement model fit and construct validity. The structural model was generated to test the significance of the theoretical relationships. Findings – The results revealed that there is a positive relationship between transformational leadership and employee creativity, and it is being moderated by learning orientation. Research limitations/implications – Although this study expands our knowledge about the role of learning orientation between transformational leadership and employee creativity, the prospects for further research are still present. The cross-sectional design of study might not have been able to extract the true essence of the cause-and-effect relationship between transformational leadership and employee creativity. Practical implications – Transformational leaders promote followers’ creativity, so the management may find it valuable to invest in transformational leadership training for supervisors and team leaders, or use personality testing to screen for high-caliber candidates, who have high potential of becoming a transformational leader. The characteristics of a transformational leader, when coupled with the learning orientation of employees, yield positive results in the form of employee creativity, which managers can use to generate sustainable competitive advantages for their organizations. Originality/value – This paper is original, as it contributes to existing theory by establishing the moderating role played by learning orientation in between transformational leadership and employee creativity. The moderation has been proved via SEM with the help of latent constructs, which is seldom done.

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