No full-text available
To read the full-text of this research,
you can request a copy directly from the authors.
Transformational leadership, individual creativity and organizational innovation (Emerald Citations of Excellence Award, 2013)
Abstract
This study proposes a model of the impact of transformational leadership both on followers' creativity at the individual level and on innovation at the organizational level. The model is tested on 163 R&D personnel and managers at 43 micro- and small-sized Turkish software development companies. The results suggest that transformational leadership has important effects on creativity at both the individual and organizational levels.
At the individual level, the results of hierarchical linear modeling show that there is a positive relationship between transformational leadership and employees' creativity. In addition, transformational leadership influences employees' creativity through psychological empowerment. At the organizational level, the results of regression analysis reveal that transformational leadership positively associates with organizational innovation, which is measured with a market-oriented criterion developed specifically for developing countries and newly developing industries. The implications of the findings along with some potential practical applications are discussed.
... A plethora of prior studies have investigated the specific effect and antecedents of different constructive deviant behaviours, such as whistleblowing (Jain, 2020;Miceli & Near, 1988), organisational citizenship behaviour (Garg & Saxena, 2020;Van Dyne, Graham, & Dienesch, 1994;Newman et al., 2015), taking charge (Garg & Saxena, 2020;McAllister, Kamdar, Morrison & Turban, 2007), creativity, innovation and customer directed extra-role behaviour (Chien, Yang, Huang, 2021;Gumusluoglu & Ilsev, 2009;Sharma, Chillakuri, 2022). Although those positive behaviours have been extensively investigated and examined in the literature, studies exploring these behaviours within constructive deviance are very limited, and further investigations regarding the effect, factors, and mechanisms underlying organisational constructive deviance are well overdue (Gong et al. 2020;Sharma & Chillakuri, 2022;Sharma, 2021;Tekmen & Kaptangil, 2022;Vadera et al., 2013). ...
... Table 7, the importance of the psychological processes and mechanisms in inducing constructive deviance has been highlighted, and some of these mechanisms, including psychological safety climate (Hu et al., 2018;Madjar & Ortiz-Walters, 2009;Walumbwa & Schaubroeck, 2009); psychological needs satisfaction (Restubog et al., 2006;Weinstein & Ryan 2010;); psychological ownership and psychological attachment (Burris et al., 2008;Chung & Moon, 2011;Wang et al., 2010). Still, leadership and psychological empowerment have been identified as critical factors that have consistently been found to have a significant impact on various types of constructive deviant behaviours, with many authors such as Younas et al. (2022), Vadera et al. (2013) and many others emphasising psychological empowerment as one of the critical mechanisms influencing employees' constructive deviance (Gumusluoglu & Ilsev, 2009;Mayanja et al., 2020;Sharma, 2022;Sharma & Singh, 2018;Weinstein & Ryan, 2010). ...
... Even though some researchers such as Sharma (2021), Vadera et al. (2013) and Lugosi (2019, p.88) referenced that the possibility of triggering positive organisational deviance could be based upon "a combination of factors operating at and across these levels", however, given evidence across the different analytical levels and constructs, the significance of psychological empowerment has been established and viewed as a key predictable factor that could be mediating or moderating constructive deviance. Vadera et al. (2013) examined psychological empowerment as a central mediator variable with many authors supporting this mechanism (Gumusluoglu & Ilsev, 2009;Mayanja et al., 2020;Sharma, 2021;Spreitzer & Doneson, 2005). Also, because the significance of leadership as a crucial component of internal marketing in psychologically empowering employees' constructive deviance is emphasised, it can be proposed that servant leadership appears to have a significant impact on constructive deviance behaviours, and psychological empowerment could play a mediation position in triggering employees' positive deviant behaviours which can be understood from two main perspectives. ...
The main purpose of the study is to understand the importance of servant leadership, which is
considered to be a critical component of internal marketing, in influencing Jordanian hotel
frontline employees’ constructive deviance. This study proposes to deepen the understanding of
the two fundamental mechanisms by which servant leadership influences the outcome variable,
constructive deviance. Based upon self-determination theory (SDT), this study will examine how
psychological empowerment mediates the relationship between servant leadership and
organisational constructive deviance behaviours. At the same time, social identity theory will be
used to understand how brand identification may moderate the relationship between psychological
empowerment and constructive deviance among frontline employees from an internal marketing
strategy perspective.
Within this context, a conceptual framework is provided incorporating servant leadership as the
independent variable, psychological empowerment as the mediating variable, and constructive
deviance of the hotel’s frontline employees as the outcome variable. In addition, the moderating
role of brand identification on the relationship between psychological empowerment and
constructive deviance of the hotel frontline employees will also be explored. The conceptual model
is empirically examined via exploratory sequential mixed-methods design, beginning with a pollcard
game with 98 frontline employees and specific in-depth qualitative semi-structured interviews
with 25 frontline employees and supervisors working in four-and five-star hotels across Jordan.
Following a quantitative study using a large sample of time-lagged data from frontline employees
working in twenty-one different hotels across Jordan, the analysis is carried out on 781
questionnaires using structural equation modelling (utilising AMOS) with a more than 50%
response rate; after validation and purification, the goodness of fit of the measurement and
structural models provided good fit estimates across absolute, incremental and parsimonious
measures.
The analysis emphasises the significance of servant leadership, as a crucial component of internal
marketing, in psychologically empowering and promoting frontline employees’ constructive
deviance, thereby feeding into excellent service delivery for hotel customers. The findings of the
structural equation modelling revealed that servant leadership positively influenced frontline
17
employees’ constructive deviance behaviours, and this influence was partially mediated by
psychological empowerment. Moreover, the moderation path analysis demonstrated that frontline
employees’ brand identification positively moderates the relationship between psychological
empowerment and constructive deviance behaviours. This mixed-methods empirical study
provides evidence for the effectiveness of servant leadership in promoting constructive deviance
behaviours in the hotel sector. The findings also highlighted the importance of psychological
empowerment and brand identification in the relationship between servant leadership and
constructive deviance as important mediating and moderating mechanisms, respectively. Apart
from methodological and theoretical contributions, the study proposes practical implications and
directs future researchers in applying internal marketing to empower and promote constructive
deviance behaviours among hotel frontline employees in Jordan through servant leadership.
... Following Gumusluoglu and Ilsev's (2009) conceptualization, this study refers to creativity as the generation of novel and useful ideas at the individual level and proposes that innovation is related to the successful implementation of creative ideas within an organization. Therefore, we consider the concept of organizational innovativeness (Amabile et al., 1996;Oldham & Cummings, 1996). ...
... Additionally, in a highly innovative climate, employees are intensely involved in generating novel and useful ideas because of their organization's focus on creativity (Hsu & Fan, 2010). These employees generate spillover effects as role models within the organization (Gumusluoglu & Ilsev, 2009), thus increasing organizational innovativeness. Consequently, customer engagement and depletion increase (Eisenbeisß et al., 2008). ...
... First, it shows the importance of transformational leadership by managers for fostering organizational innovativeness. Specifically, managers should build individual relationships with employees, motivate them to work toward an existing vision of the future, and stimulate them to think about old problems in new ways (Gumusluoglu & Ilsev, 2009). Furthermore, we recommend that organizations should promote and raise the awareness of transformational leadership and develop management programs in which managers learn about and develop them. ...
This study investigates the mediating roles of customer engagement and customer depletion as well as the moderating role of an innovative climate on the relationship between organizational innovativeness generated from transformational leadership and creative customer behavior in the hospitality industry. A multilevel path analysis is conducted using a data set comprising 62 managers, 269 employees, and 681 customers from a South Korean restaurant chain. The findings show that transformational leadership in restaurants increases organizational innovativeness, which indirectly influences creative customer behavior through customer engagement and depletion. An innovative climate also moderates these causal relationships. This study integrates the service-dominant logic framework into research on innovation and creativity to better understand the role and impact of customers in cultivating innovation and creativity.
... Following Gumusluoglu and Ilsev's (2009) conceptualization, this study refers to creativity as the generation of novel and useful ideas at the individual level and proposes that innovation is related to the successful implementation of creative ideas within an organization. Therefore, we consider the concept of organizational innovativeness (Amabile et al., 1996;Oldham & Cummings, 1996). ...
... Additionally, in a highly innovative climate, employees are intensely involved in generating novel and useful ideas because of their organization's focus on creativity (Hsu & Fan, 2010). These employees generate spillover effects as role models within the organization (Gumusluoglu & Ilsev, 2009), thus increasing organizational innovativeness. Consequently, customer engagement and depletion increase (Eisenbeisß et al., 2008). ...
... First, it shows the importance of transformational leadership by managers for fostering organizational innovativeness. Specifically, managers should build individual relationships with employees, motivate them to work toward an existing vision of the future, and stimulate them to think about old problems in new ways (Gumusluoglu & Ilsev, 2009). Furthermore, we recommend that organizations should promote and raise the awareness of transformational leadership and develop management programs in which managers learn about and develop them. ...
This study investigates the mediating roles of customer engagement and customer depletion as well as the moderating role of an innovative climate on the relationship between organizational innovativeness generated from transformational leadership and creative customer behavior in the hospitality industry. A multilevel path analysis is conducted using a dataset comprising 62 managers, 269 employees, and 681 customers from a South Korean restaurant chain. The findings show that transformational leadership in restaurants increases organizational innovativeness, which indirectly influences creative customer behavior through customer engagement and depletion. An innovative climate also moderates these causal relationships. This study integrates the service-dominant logic framework into research on innovation and creativity to better understand the role and impact of customers in cultivating innovation and creativity.
... The reason can be attributed to the belief that innovativeness fundamentally contributes to organisational performance and sustainable competitive advantage (Dotzel et al., 2013;Hyytinen et al., 2015). Many studies which focus on link between various organisational factors and innovativeness have recognised transformational leadership as a significant determinant (Bass et al., 2003;Gumusluoglu & Ilsev, 2009). ...
... Second, while there is agreement that transformational leadership improves innovativeness (Bass et al., 2003;Gumusluoglu & Ilsev, 2009), there is a scarcity of research on how leaders fit into the culture of organizations operating in emerging markets. Previous studies state that the transformational leadership style acts differently in different settings to create a suitable work environment described by teamwork and cooperation to support innovation (Lakshman, 2009). ...
... Organisations are increasingly embracing supportive innovation cultures and related business models to enable innovation at the workplace (Crossan & Apaydin, 2010;Gumusluoglu & Ilsev, 2009), including the Indian market (Donate & De Pablo, 2015;Lakshman & Rai, 2021). Innovative capabilities further strengthen the performance of an organization. ...
Management scholars highlight that organisational culture and leadership have a predominant multilayer impact on corporate learning leading to innovativeness. Nevertheless, the management literature is insufficient to address the issue because the previous empirical studies about organisational culture and leadership only apply to some partial and simple conceptualisations. Drawing from the competing values framework for culture, leader-member exchange and organisational learning theories, we contribute by conceptualising a four-dimensional model of organisational culture for Indian firms. We tested and found support for the culture—innovativeness relationship moderated by transformational leadership. Finally, we discuss implications, limitations, and future directions for research.
... Many studies conclude that transformational leadership is positively and significantly associated with the followers' psychological empowerment. This is in agreement with the studies by Gumusluoglu andİlsev (2009), Boonyarit et al. (2010), Attari (2013), Balaji and Krishnan (2014), and Mazaheri and Owrak (2014), which advocate that the capability of leaders may trigger a sense of psychological empowerment within their followers. ...
... Several recent studies were done using the direct effects model to examine transformational leadership based on different samples, such as the perception of 163 R&D personnel and managers of 43 micro-and small-sized Turkish software development companies (Gumusluoglu & Ilsev, 2009), 154 public school teachers from a secondary school in the Central province of Thailand (Boonyarit et al., 2010), 203 nurses of Moheb Hospital (Attari, 2013), 113 employees of a network marketing organization in southern India that only employs women (Balaji & Krishnan, 2014), and 146 employees of Al-Zahra University of Tehran including faculty members and administration, educational, and service employees (Mazaheri & Owrak, 2014). The outcomes of these surveys revealed that the ability of leaders to practice idealized influence, individualized consideration, and intellectual stimulation appropriately when executing their jobs had invoked their followers' psychological empowerment in the respective organizations (Ismail et al., 2011;Mazaheri & Owrak, 2014;Avolio et al., 2004). ...
... In terms of the theoretical contribution, this study reveals that idealized influence, individualized consideration, and intellectual stimulation act as important determinants of the followers' psychological empowerment in the studied organization. These findings also support and extend the studies by Gumusluoglu andIlsev (2009), Boonyarit et al. (2010), Attari (2013), Balajiand Krishnan (2014), andMazaheriand Owrak (2014). With respect to the robustness of the research methodology, the survey questionnaire used in this study has exceeded the acceptable standard of validity and reliability analysis. ...
According to recent literature on organizational leadership, the ability of leaders to implement a transformational process appropriately may lead to enhanced followers? psychological empowerment in organizations. Although this relationship is significant, the role of transformational leadership as an important predicting variable has not been given sufficient emphasis in the organizational leadership model. Therefore, this study was conducted to investigate the relationship between transformational leadership and followers? psychological empowerment using 86 usable questionnaires gathered from employees at a multinational company in Sarawak, Malaysia. The results of the SmartPLS path model analysis confirm that idealized influence, individualized consideration, and intellectual stimulation act as important predictors of followers? psychological empowerment. Additionally, discussion, implications and conclusion are presented in detail.
... First, TL is the one mainstream style of leadership most routinely applied to entrepreneur-ship (e.g. Fries et al. 2021;Luu 2023;Soomro and Shah 2022), having been used to predict entrepreneurial creativity (Gumusluoglu and Ilsev 2009) and performance (Harsanto and Roelfsema 2015), among other outcomes. Second, as their respective authors state, the three most eminent measures for EL currently available (Bagheri and Harrison 2020;Gupta et al. 2004;Renko et al. 2015) relied on TL to varying degrees during their conceptualization, in particular on the sub-facets of visionary leadership (inspirational motivation) and encouraging novel ways of thinking in followers (intellectual stimulation). ...
... Furthermore, while partially acknowledging the role of TL, they detract from it rather vigorously, pointing to a "lack of empirical evidence" for its effectiveness (Harrison et al. 2020, p. 6) among other factors, but making no mention of the wealth of studies, reviews, and meta-analyses which offer the opposite picture (e.g. Dvir et al. 2002;Gumusluoglu and Ilsev 2009;Judge and Piccolo 2004;Lowe et al. 1996;Wang et al. 2011; see also Sect. 2.1-Transformational Leadership). ...
... However, any elucidation of item-level correlations is lacking which might precisely reveal whence these wildly diverging correlations between two such similar measures stem, as is any substantive discussion (see Cai et al. 2019, p. 212-4). This is regrettable, as it is these that would offer valuable insights into the precise mechanism through which EL offers such substantial gains over TL in the prediction of creativity, an area in which TL has repeatedly proven itself in the past (Gumusluoglu and Ilsev 2009;Jung et al. 2003;Shin and Zhou 2003). Both this publication and that by Newman et al. (2018) adduce Bandura's social cognitive theory (1986) to conceptualize the transposition of behaviors such as risk taking from leaders to followers. ...
Entrepreneurship represents a key motor of economic growth, and entrepreneurial leadership (EL) represents a vital constituent thereof. However, its examination remains factious, and integration with the wider leadership literature is fragmentary. EL is claimed by some as representing a construct distinct from extant leadership styles, even though the major contribution made by transformational leadership (TL) theory remains under-researched and under-reported. Furthermore, TL is often used to measure leaders in entrepreneurship, resulting in a lack of clarity regarding the relationship between TL and EL. Our study seeks to contribute to the literature by elucidating the distinction and overlap between the two leadership constructs, as currently defined by available questionnaires. To this end, conceptual work, current findings, and research practice are reviewed. Drawn from a final sample of 25 articles, our findings show appreciable conceptual divergence. However, questionnaires of EL overlap significantly with TL and are subject to validation and discriminant validity issues; many researchers furthermore continue to use TL questionnaires to measure EL. Very little compelling empirical evidence for divergent validity was found, though strong correlations between EL and TL were observed. Our study contributes an overview of EL from the viewpoint of leadership science, providing recommendations to entrepreneurship researchers examining EL. We suggest that future work should satisfy two main goals: the establishment of a conceptualization of EL which can empirically demonstrate divergent validity versus other, accepted measures of leadership, and the creation of a cogent and a specific theoretical model to support it.
... Entre las variables de capacidades para la innovación, el liderazgo es considerado como uno de los factores más importantes que afectan a la innovación, ya que los líderes no sólo influyen en las características organizacionales como la cultura, la estrategia, la estructura, los sistemas de recompensa y los recursos (Mumford, Scott, Gaddis & Strange, 2002, citados por Chang, Bai & Li, 2014, sino también motivan la creatividad en sus seguidores (Jung, 2001, citado por Chang et al., 2014Gumusluoglu & Ilsev, 2009). ...
... Estudios específicos como el de Gumusluoglu & Ilsev (2009), sobre micro y pequeñas empresas de software, y el de Jung, Chow & Wu (2003), en empresas de electrónica y telecomunicaciones, profundizan el análisis del estilo de liderazgo transformacional y su relación con la innovación organizacional. De acuerdo con Bass (2000) los líderes transformacionales tienen una visión que motiva a sus seguidores, incrementan su voluntad de trabajar más allá de las expectativas y los desafía a adoptar enfoques innovadores en su trabajo (Gumusluoglu & Ilsev, 2009). ...
... Estudios específicos como el de Gumusluoglu & Ilsev (2009), sobre micro y pequeñas empresas de software, y el de Jung, Chow & Wu (2003), en empresas de electrónica y telecomunicaciones, profundizan el análisis del estilo de liderazgo transformacional y su relación con la innovación organizacional. De acuerdo con Bass (2000) los líderes transformacionales tienen una visión que motiva a sus seguidores, incrementan su voluntad de trabajar más allá de las expectativas y los desafía a adoptar enfoques innovadores en su trabajo (Gumusluoglu & Ilsev, 2009). ...
El sector de software y servicios informáticos (SSI) reviste una importancia creciente en países como Argentina. Aquí la innovación resulta vital y la identificación de capacidades para el logro de resultados e impactos para la innovación resultan de interés como objetivos de investigación. Este trabajo se enmarca en el Proyecto "Innovación y Modalidades de Gestión" del Centro de Estudios en Administración (CEA) de la Facultad de Ciencias Económicas (UNICEN, Argentina) del que surge la propuesta de un modelo de medición y un índice de nivel de innovación para empresas de SSI (INIs). El estudio tiene por objetivo identificar las variables de capacidades que caracterizan en mayor medida a las empresas de SSI argentinas con altos resultados de innovación y con altos impactos de innovación y que las distinguen de aquellas con menores resultados e impactos. Se considera una muestra de 103 empresas de SSI, agrupadas según su nivel (bajo, medio y alto) de resultados e impactos de innovación. De los índices del INIs se analizan diez variables de capacidades de innovación, y se aplica un Análisis de Componentes Principales y un Biplot. En los análisis de resultados e impactos se explica el 100% de la variabilidad con las primeras dos componentes, lo que muestra la alta correlación entre variables. De los biplots surge que las empresas con altos resultados presentan niveles más altos en las variables de motivación, estrategia, liderazgo y determinantes internos; y las que tienen altos impactos presentan niveles más altos en estructura, estrategia, liderazgo, software libre y actividades de innovación. Se entiende que estos hallazgos aportan elementos a la teoría de capacidades para la innovación, en términos de particularización del sector de SSI, en un territorio: Argentina, y permiten considerar la importancia relativa de las variables de capacidades en la generación de resultados e impactos de innovación.
... Pese a su dispersa definición, se ha definido este tipo de empresas por diversos métodos como es su clasificación la cual se agrupa de acuerdo con la Tecnología que utilizan para operar, el entorno en el cual compiten, origen de la empresa, los ejercicios de medición [56]. En estas empresas la innovación y la creatividad son necesarias, especialmente porque son organizaciones impulsadas por la tecnología y necesitan sobrevivir y competir en el mercado [11]. En consecuencia, las empresas de "Empresas de Servicios basados en Tecnología" se enfrentan a varios problemas, como satisfacer la demanda cada vez mayor y la provisión de soluciones creativas. ...
... Las "Empresas de Servicios basados en Tecnología" son empresas donde la innovación y la creatividad son necesarias, especialmente porque son organizaciones impulsadas por la tecnología y necesitan sobrevivir y competir en el mercado [11]. En el caso de los resultados de este estudio, se ha demostrado que estas organizaciones necesitan líderes capaces de manejar los rápidos cambios y mantenerse al día con los desafíos globales, apostando por la creatividad dentro de la empresa. ...
... For example, in the study on high-tech companies, Makri and Scandura (2010) found a significant relationship between creative leaders and innovation in the organization [33]. In contrast, the research conducted by Gumusluoglu and Ilsev (2009) on small businesses in Turkey found no significant association between individual-level creativity and organizational-level innovation [22]. Our study proposes that creativity and innovation may be positively linked. ...
... For example, in the study on high-tech companies, Makri and Scandura (2010) found a significant relationship between creative leaders and innovation in the organization [33]. In contrast, the research conducted by Gumusluoglu and Ilsev (2009) on small businesses in Turkey found no significant association between individual-level creativity and organizational-level innovation [22]. Our study proposes that creativity and innovation may be positively linked. ...
... Transformation should be supported to support the innovation given by students and teachers who will teach in class. Transformation is very supportive in creativity because it is very suitable to support or encourage determinants of innovation in learning ( (Suifan & Al-janini, 2017;Gumusluoglu & Ilsev, 2009). In education field transformational can be implemented by the teacher provide the challenges in the form of problems to students. ...
... In education field transformational can be implemented by the teacher provide the challenges in the form of problems to students. Gumusluoglu & Ilsev (2009) state that transformational is done to make the students bring out the creativity and new innovations they have to overcome the challenges given by the teacher. In transformational the teachers are able to give the challenge to make the students think critically. ...
Latar belakang penelitian ini adalah adanya perbedaan antara persepsi guru dan fakta sebagaimana diamati dalam pengajaran kuragnya kesiapan kreativitas guru dalam mengajar Penelitian ini bertujuan untuk mengamati bagaimana guru mempersepsikan kreativitas mengajar mereka di kelas dan bagaimana mereka menerapkannya di dalam kelas. Fokus dari penelitian ini adalah untuk mengidentifikasi perbedaan antara persepsi guru dan fakta sebagaimana diamati dalam mengajar kreativitas di kelas. Metode campuran tertanam digunakan sebagai desain penelitian di mana satu data akan dominan daripada yang lain. Dalam penelitian ini, data kualitatif lebih dominan daripada data kuantitatif atau QUAL (quan). SMA Negeri 1 Tabanan dipilih sebagai tempat penelitian dan dua guru bahasa Inggris dipilih sebagai subjek penelitian. Dua kuesioner yaitu kuesioner yang dinilai sendiri dan lembar observasi kelas digunakan sebagai instrumen. Hasil dalam penelitian ini menunjukkan bahwa guru merasakan kreativitas mengajar mereka dalam kriteria kreatif. Selain itu hasil pengamatan menunjukkan bahwa kreativitas guru dikategorikan sedikit kreatif. Data-data tersebut menunjukkan bahwa ada perbedaan antara persepsi guru dan fakta sebagaimana diamati dalam pengajaran yang sebenarnya. Implikasi dari penelitian ini adalah bahwa penelitian ini akan digunakan oleh guru untuk mengetahui sejauh mana kreativitas yang dimiliki oleh guru dalam mengajar di kelas, para guru akan mengetahui apakah kegiatan yang mereka lakukan termasuk kreatif atau kurang kreatif.
... The indicators consist of: 1) Analysis of ideas; 2) Different thinking (out of the box); 3) Resistance to criticism; 4) Creative thinking skills; and 5) Confidence in work. (Akar & Karabulut Coskun, 2020;Gumusluoglu & Ilsev, 2009, 2009Tongchaiprasit & Ariyabuddhiphongs, 2016) ...
... The indicators consist of: 1) Analysis of ideas; 2) Different thinking (out of the box); 3) Resistance to criticism; 4) Creative thinking skills; and 5) Confidence in work. (Akar & Karabulut Coskun, 2020;Gumusluoglu & Ilsev, 2009, 2009Tongchaiprasit & Ariyabuddhiphongs, 2016) ...
One of the challenges experienced by every university is to improve the quality of the tridharma of higher education, where the most important component in improving the quality is the lecturer. Pamulang University as one of the universities with the largest number of lecturers in Indonesia, namely 2024 lecturers, of course requires many aspects to improve its quality in order to realize the vision it wants to achieve. This study aims to produce a model of strengthening creativity in the form of a constellation model of the influence between variables and their mathematical model. From the mathematical model, it can be derived into a research hypothesis. The research begins by interviewing informants who are considered competent in providing the expected answers for further data reduction, data codification, data analysis, and conclusion drawing. The research was conducted at Pamulang University from June 2020 to February 2021. From the research that has been carried out, it is concluded that there are variables that are thought to have a positive and dominant influence on creativity, namely professional commitment, job satisfaction, and achievement motivation, while the intervening variables are job satisfaction and achievement motivation
... He stated that leaders who follow a transformational approach are the ones who inspire their subordinates to aim and accomplish determined and progressive goals. [38] proposed a model which stated the impact of leadership that promotes transformation on individual and organizational level creativity and innovation. The model concluded that transformational leadership approach impacts on both the individual and organizational level creativity and innovation. ...
... On the basis of [41], transformational approach to leadership is seen as an important factor that will impact innovation in work behaviour of the employees whereas [42], found a negative association between transformational approach to leadership and Innovation in work behaviour. [38] due to the lack of research made on leadership affecting innovation, the researchers aimed to assess the effect of leadership that supports transformation on the work behaviour that promotes innovation. The study proved that transformational approach to leadership supports organizational innovation and also suggests that managers should practice this type of leadership approach for promoting innovation among the employees. ...
... Consequently, creativity is regarded as a core competence for today's employees. Much research has shown that unleashing employee creativity enables organizations to change, compete, and transform; being creative, which includes generating novel ideas and implementing new plans, enhances organizational innovation in the long run (Gumusluoglu & Ilsev, 2009;Litchfield et al., 2015;Shalley & Gilson, 2004). However, with the constant changing and increasingly demanding requirements from customers, thinking outside the box may create ethical dilemmas, especially when individuals are under stress (Tu & Liu, 2013). ...
... Concerning creativity, previous research has emphasized on the importance of how leaders influence followers' motivation to be creative. Transformational leadership and leader-member exchange have been explored extensively to explain the possible connection between them with creativity (Gumusluoglu & Ilsev, 2009;Shin & Zhou, 2003;Wang & Rode, 2010). At the team level, leader's dialectical thinking ability strengthens the effect of followers' self-efficacy on creativity (Han & Bai, 2020). ...
The pursuit of novelty can be a challenging experience that often comes with stress. Thinking outside the box can even lead to ethical dilemmas, particularly when innovators are under the pressure to meet deadlines. In this study, we examine creativity as a stress-inducing process, especially when employees encounter setbacks during their pursuit of novelty. Our aim was to explore the relationship between ethical leadership and creativity from a Conservation of Resources (COR) perspective. Using two distinct research samples, we discovered that help seeking behavior during the pursuit of novelty is crucial for acquiring resources in the workplace and serves as a mediator in the relationship between ethical leadership and creativity. We also discuss the theoretical and practical implications of these findings.
... Estudios específicos como el de Gumusluoglu & Ilsev (2009), sobre micro y pequeñas empresas de software, y el de Jung, Chow & Wu (2003), en empresas de electrónica y telecomunicaciones, profundizan el análisis del estilo de liderazgo transformacional y su relación con la innovación organizacional. ...
... Lo anterior afirma lo propuesto en el marco teórico, particularmente en lo referido a la estrategia (Tellis et al., 2009, Samson, et al. y Dobni, 2008. Respecto del liderazgo, los resultados obtenidos apoyan los hallazgos de Gumusluoglu & Ilsev (2009) y Jung, et al. (2003 acerca del impacto del liderazgo transformacional y su relación con la innovación organizacional. ...
Resulta vital la generación de innovación sostenida en el sector de software y servicios informáticos (SSI). En este trabajo se identifican las capacidades de innovación que caracterizan a las empresas argentinas de SSI con altos resultados de innovación y, el grado de asociación entre las capacidades tecnológicas desarrollados y los resultados de la innovación alcanzados. Se aplica un Modelo de medición de la innovación que considera entre sus dimensiones a las capacidades y los resultados de innovación (autores, 2016). Resulta un estudio descriptivo, sobre una muestra de 103 empresas argentinas de SSI, en el que se analizan diez variables de capacidades de innovación, que forman parte de los índices componentes del INIs (índice de nivel de innovación para empresas de software). Se realiza un análisis de componentes principales, el que muestra la alta correlación entre las variables en análisis. De los biplots aplicados surge que las empresas con altos resultados presentan niveles más altos en las variables de motivación, estrategia, liderazgo y determinantes internos. Para el análisis de la existencia de asociación directa entre cada una de las subvariables de capacidades tecnológicas y las subvariables de resultados de la innovación se trabajó con el coeficiente de correlación de Spearman. Surgen algunas relaciones con un nivel alto, medio y aceptable de correlación. La relación que resulta más clara entre las estudiadas, es la existente entre el nivel de procesos que utiliza la empresa y los resultados en innovaciones organizacionales. Se entiende que estos hallazgos aportan elementos a la teoría de capacidades para la innovación, en términos de particularización del sector de SSI, en un territorio: Argentina, y permiten destacar la importancia de las capacidades tecnológicas, a partir de su rol en la absorción y generación sostenida de cambios tecnológicos.
... Transformational leadership behaviours closely match the determinants of innovation and creativity at the workplace, some of which are vision, support for innovation, autonomy, encouragement, recognition, and challenge (Gumusluoglu & Ilsev, 2009). Al-Nawafah, Al-Amaeara, & Alkhawaldah (2022) conclude in a study to examine traits of transformational leadership that a high level of awareness regarding transformational leadership and its variables played a role in defining the core idea and transcending it to a better level of application that challenge followers on the bases of a higher standard leading them to perform better without the necessity to drag them to the edge or restrict their imagination. ...
A new research perspective on the construct of the role of transformational leadership to agile approach in the IT project management landscape in Switzerland.
... Of the many factors that can influence on employee creativity, which they experience at their workplace, one is their leader behavior. For example, a plethora of research has been conducted on the main and indirect relationship between leadership styles and employee creativity like, transformational leadership (Gumusluoglu & Ilsev, 2009;Santoso, Elidjen, Abdinagoro, & Arief, 2019), ethical leadership (Chughtai, 2014), authentic leadership and abusive supervisor (Liu, Liao, & Loi). However, to our knowledge no empirical studies is yet conducted that examined the relationship between emotional exhaustion and employee creativity, particularly the mediating effect of emotional exhaustion between abusive supervision and employee creativity. ...
This study investigated the moderating effect of conscientiousness between the relationship of abusive supervision and emotional exhaustion. Moreover, this study also adds to the existing body of workplace stressor such as abusive supervision by examining the mediating effect of emotional exhaustion and employee creativity. Using conservation of resource theory, trait activation theory and effective events theory the researcher will develop a model analyzing the relationship among abusive supervision, conscientiousness, emotional exhaustion and employee creativity. By using data from the manufacturing sector of Afghanistan. The researcher expects that Abusive supervision decreases the employee creativity. We expect that emotional exhaustion at study partially mediate the relationship because at that time the level of conscientiousness will be high compared because the literature suggests that with the passage of time the personal resources of human being will be depleted. Implications of the results, limitations, and recommendation for future research will be discussed later on.
... This connection is further supported by studies conducted by [26,58,59]. Prior research has shown that various leadership styles play a crucial role in fostering creative workers [48]. Additionally, investigations by [60] and [47] have emphasized the significance of effective leadership in nurturing the creativity of employees. ...
... Transformational leadership is an adequate approach to address digitization as it refers to a leaders' ability to affect their subordinates' attitudes, values and behavior to align organizational and individual goals and visions (Pawar & Eastman, 1997;Roueche, Baker III, & Rose, 1989). It assumes that leaders promote an innovative mindset, which increases organizational innovation, performance (Colbert, Kristof-Brown, Bradley, & Barrick, 2008;Piccolo & Colquitt, 2006) and innovativeness (García-Morales, Jiménez-Barrionuevo, & Gutiérrez-Gutiérrez, 2012; Gumusluoglu & Ilsev, 2009;Stock et al., 2014). These positive effects are stronger compared to transactional leadership (Lee, 2008;Pieterse, Van Knippenberg, Schippers, & Stam, 2010;Stock et al., 2014), which grants subordinates primarily material compensation as reward for their commitment (Bass, 1985;Pawar & Eastman, 1997). ...
Industrial incumbents aim to foster their digitization by applying digital technologies in their innovation activities , either through process optimizations or via business model innovations. While firms agree on the importance of these digital innovation activities, they often struggle with implementing effective means to tackle it. We show the important role of innovation-oriented leadership in driving internal and external collaborations, which in turn prove essential to increase the digitization contribution to innovation activities. We surveyed top managers of established industrial companies to provide empirical evidence that innovation-oriented leadership does not have a direct influence on the digitization contribution to innovation activities, but is fully mediated by the impact of internal and external collaborations. Based on supplemental objective data, we show additionally that a high digitization contribution in business model innovation has a beneficial effect on firms' sales performance.
... With increasing complexity, uncertainty, and knowledge intensity in scientific tasks, a single leader cannot play all leading functions, which requires multiple leaders to participate in leadership activities. Shared leadership is a widely discussed topic in diverse creative tasks, such as R&D teams in companies (Gumusluoglu & Ilsev, 2009), open source communities (Zhu et al., 2011), and brainstorming and negotiating (Woolley et al., 2010). In this paper, we extended the concept of shared leadership to the scientific context. ...
Leadership is evolving dynamically from an individual endeavor to shared efforts. This paper aims to advance our understanding of shared leadership in scientific teams. We define three kinds of leaders, junior (10-15), mid (15-20), and senior (20+) based on career age. By considering the combinations of any two leaders, we distinguish shared leadership as heterogeneous when leaders are in different age cohorts and homogeneous when leaders are in the same age cohort. Drawing on 1,845,351 CS, 254,039 Sociology, and 193,338 Business teams with two leaders in the OpenAlex dataset, we identify that heterogeneous shared leadership brings higher citation impact for teams than homogeneous shared leadership. Specifically, when junior leaders are paired with senior leaders, it significantly increases team citation ranking by 1-2%, in comparison with two leaders of similar age. We explore the patterns between homogeneous leaders and heterogeneous leaders from team scale, expertise composition, and knowledge recency perspectives. Compared with homogeneous leaders, heterogeneous leaders are more adaptive in large teams, have more diverse expertise, and trace both the newest and oldest references.
... The concentration of studies carried out through the bibliometric method is carried out to explore scientific knowledge about academic achievement in senior high schools. Data scanning strategies used in bibliometric studies were examined to form keywords to be used (Gumusluoglu & Ilsev, 2009;Hallinger & Kovačević, 2019). This study explores the development of the subject of academic achievement in high schools based on Scopus indexed journals. ...
This research aims to determine the important role of academic achievement at the senior high school level. The method used in this study is the bibliometric method assisted by the Scopus database with a quantitative approach. Data were analyzed using VOSviewer software to create co-authorship, keyword and citation maps. The results of the study show that the number of articles published on the topic of academic achievement research has increased from the period 2003 to 2021 with an average publication (1.94 or 2 articles per year). The record was in 2011, which was the highest record among those years. Procedia Social And Behavioral Sciences is the most relevant source and produces many publications related to academic achievement. The country with the largest contribution in the publication of the Academic Achievement study is the United States with 21 published documents. Followed by the Iranian state with 6 documents, Australia with 3 documents, Canada-China-Spain and United Kingdom each with 2 published documents, as well as Brazil-Chile and Ireland with 1 published document. Findings, there are 120 writers who contribute to writing Academic Achievement articles as writers or colleagues of the author in 37 publications. It is known that Kuo Y.L. and Shah, M. is a productive writer with 2 documents each. Although there are no significant differences in the publication document per author, the two researchers are slightly higher than other writers who only publish one document. Future topic trends according to Vosviewer's visualization show that the most appearing topics are related to students, schools, colleges and education
... Secondly, leaders should actively guide and create a cultural atmosphere that supports organizational transformation by combining transforming leadership with organizational culture (Groves & LaRocca, 2011). Thirdly, leaders should encourage innovative thinking and support employees in trying new ideas and methods to promote innovation and change within the organization (Gumusluoglu & Ilsev, 2009). Fourthly, improving employee participation is necessary through active communication and interaction with employees, making them feel valued and supported during the transformation process (Ford & Ford, 1995). ...
This paper presents a systematic review and synthesis of the literature on transformative leadership, examining its characteristics, dimensions, and impact on organizational transformation. This review presents an original synthesis of research progress, challenges, and future research directions in the transforming leadership domain. Despite significant advancements in the field, challenges persist, such as inconsistent measurement tools, establishing causal links between transformative leadership and successful transformation, and the need for research in diverse cultural settings. This paper highlights future research directions, including interdisciplinary approaches, practical applications, digital transformation contexts, and cross-cultural considerations. The rapidly evolving business landscape necessitates effective transformative leadership to navigate organizational changes and ensure success.
... A tal efecto, como sostienen Bass y Riggio (2006), los líderes con foco en la transformación permiten reinterpretar los problemas, creando el ambiente para buscar nuevas soluciones. La generalización de dicha competencia resulta clave, en tanto que permite avanzar desde los órganos directivos centrales hacia una cultura de la innovación en las universidades, promoviendo la experimentación metodológica y el aprendizaje organizacional de buenas prácticas pedagógicas (Gumusluoglu y Ilsev, 2009;Eisenbeig y Boerner, 2013). Esto se traduce luego en políticas de desarrollo docente de las unidades académicas, y en el diseño de planes para promover e impulsar las iniciativas de enseñanza y aprendizaje adecuadas para las necesidades de los estudiantes (Kouzes y Posner, 2019;Scott y Guthrie, 2003). ...
RESUMEN: Este artículo 1 examina la relación entre estilos de liderazgo en el gobierno universitario y la calidad de la docencia universitaria. El artículo se divide en cuatro apartados. Primero, examinamos la relevancia de los estilos de liderazgo en las universidades. A continuación, exploramos la evidencia sobre la relación entre liderazgo e innovaciones docentes, subrayando las ventajas de los estilos de liderazgos transformacionales y distribuidos. La tercera sección discute esta evidencia en el contexto de los sistemas latinoamericanos, elaborando un modelo útil para la investigación y la gestión de las universidades. El ensayo termina con un resumen, líneas de investigación y sugerencias para la gestión de la enseñanza.
... Leadership influences a firm strategic choices, regulations, and practices, and it is a significant factor in creating business advancements that drive innovation (Prasad and Junni, 2016). Similarly, by focusing on intellectually engaging workers and expressing a long-term vision (Gumusluoglu and Ilsev, 2009), leadership and management actively encourage people to innovate by suggesting and implementing distinctive and efficient solutions within resource restrictions . Moreover, researchers have revealed that LMS significantly reduces the negative environmental consequences of industrial pollution and improves GI (Begum et al., 2022;Singh et al., 2020). ...
Purpose
Given the critical role of green innovation (GI) in the manufacturing sector, this study builds a moderated mediation model to evaluate the influence of leadership and management support on GI, the mediating function of green knowledge acquisition, and the moderating role of green absorptive ability.
Design/methodology/approach
The study employed a quantitative research approach with hierarchical regression analysis to assess the proposed relationships among the constructs on a sample of 371 executives from 117 large-sized manufacturing firms in Pakistan.
Findings
The research findings demonstrate that leadership and management support significantly affects both radical and incremental GI, with incremental green innovation being more positively affected than radical green innovation. Green knowledge acquisition partially mediates between leadership and management support, radical and incremental green innovation. Green knowledge acquisition moderates the association between leadership and management support and green knowledge acquisition and the link between leadership and management support and incremental GI. The findings also demonstrate that green knowledge acquisition's mediating effect on leadership and management support, and GI is more pronounced when green absorptive capacity is high.
Research limitations/implications
This research is based on cross-sectional data gathered from manufacturing companies. Future studies should consider this differentiation between the enterprises since there are various sectors within the general manufacturing sector whose environmental effect is more or less polluting. This research focused exclusively on two aspects of GI (radical and incremental GI). It is feasible that additional GI constituents (i.e., product, process, and management GI) can significantly boost businesses' competitive advantage. This study recommends additional study into the potential moderating impacts of technological and market turbulence to better understand the relationship between these concepts since it is evident that internal and external factors influence GI.
Practical implications
The study provides useful insights and an innovative way for manufacturing firms and authorities to prevent environmental deterioration and achieve sustainable green innovation through leadership and management support and green intangible resources.
Originality/value
This research concentrating on green environmental concerns and using RBV theory attempts to fill research gaps and sheds light on how leadership and management support promote both radical and incremental green innovation via the mediating and moderating roles of green knowledge acquisition and green absorptive capacity.
Keywords
Acknowledgements
This study was supported by grants from National Natural Science Foundation of China (72171197), Natural Science Foundation of Sichuan Province of China (2023NSFSC0364), Humanities and Social Sciences Research Project of the Ministry of Education (21XJAZH003), China.
Citation
Idrees, H., Xu, J., Andrianarivo Andriandafiarisoa Ralison, N.A. and Kadyrova, M. (2023), "Does leadership and management support facilitate green knowledge acquisition and green innovation: a moderated mediation approach", Business Process Management Journal, Vol. ahead-of-print No. ahead-of-print. https://doi.org/10.1108/BPMJ-12-2022-0639
... Studies on the positive impact of leader-related variables on employee creativity emphasize the importance of how leaders communicate with their members. For instance, research on transformational leadership suggests that leaders can enhance creativity among employees through encouragement and a clear vision of given goals [47]. Moreover, increasing the quality of leader-member communication through a high level of leader-member exchange and supportive communication styles of emotionally intelligent leaders contributes to increased creativity among members [48,49]. ...
The existing literature on emojis offers limited insights on the effects of using emojis in organizational settings, especially in the context of leader-member relationships. The current research examines how a leader's use of positive emojis can influence members' creative performance, a critical determinant of an organization's success and productivity. We find that a leader's use of positive emojis enhances members' creativity and that this effect is mediated by a decrease in members' perception of objectification by the leader. We further find that this impact of a leader's use of positive emojis on members' creativity is stronger when members have a higher level of relationship orientation. Contrary to the popular belief that the use of emojis in a work setting is inappropriate, our findings reveal that leaders' use of emojis has positive impacts on important workplace outcomes. These findings provide important guidelines on how to apply emojis to computer-mediated communications at work by demonstrating the circumstances in which positive consequences of using emojis occur.
... Creative workers, according to Gumusluoglu and Ilsev (2009), have a tendency to spot new product prospects or create new ways to use current techniques, provide fresh ideas to tackle work-related challenges, and also typically build suitable plans for execution. Organisational innovation relies on the creative output of its people (Laschinger & Fida, 2014). ...
The research study focused is to determining the effect of employee burnout on employee creativity, affective commitment and turnover intention in the pharmaceutical industry in Nigeria. With the growing global trend and ease of migration ‘Japa’, the level of employee burnout has been on an increase as an aftermath of delivering on the performance demands. The study focused on Maslach Inventory Model which categorised employee burnout into emotional exhaustion, Depersonalisation, and reduced personal accomplishment. A structured questionnaire was used to collect primary data from various pharmaceutical workers in the city of Lagos, Nigeria. A total of one hundred and eighty-four employees were sampled using the convenience sampling technique. The collated data were analysed using regression analysis was used to test the hypotheses. The findings reveal that; there is a significant relationship between employee burnout and employee creativity, there is a significant relationship between employee burnout and affective commitment, and there is a significant influence of employee burnout on turnover intention. The study, however, recommends that to strengthen the organization's burnout-reduction system, the organisation need to encourage various strategic business or functional units to design burnout-reduction programs and initiatives that they believe would be beneficial in their units. In relation to how employee burnout is addressed, the business may also devise a method to award the best unit in terms of creativity, innovation, commitment, and productivity.
... Transformational leadership is an adequate approach to address digitization as it refers to a leaders' ability to affect their subordinates' attitudes, values and behavior to align organizational and individual goals and visions (Pawar & Eastman, 1997;Roueche, Baker III, & Rose, 1989). It assumes that leaders promote an innovative mindset, which increases organizational innovation, performance (Colbert, Kristof-Brown, Bradley, & Barrick, 2008;Piccolo & Colquitt, 2006) and innovativeness (García-Morales, Jiménez-Barrionuevo, & Gutiérrez-Gutiérrez, 2012; Gumusluoglu & Ilsev, 2009;Stock et al., 2014). These positive effects are stronger compared to transactional leadership (Lee, 2008;Pieterse, Van Knippenberg, Schippers, & Stam, 2010;Stock et al., 2014), which grants subordinates primarily material compensation as reward for their commitment (Bass, 1985;Pawar & Eastman, 1997). ...
Industrial incumbents aim to foster their competitive position by applying digital technologies in their innovation activities, either through process optimizations or via business model innovations. Despite these ambitions, they often struggle with implementing effective measures to tackle digital transformation. We show the important role of innovation-oriented leadership in driving internal and external collaborations, which prove essential to increase the digitization contribution to innovation activities. We surveyed top managers of established industrial companies to provide empirical evidence that innovation-oriented leadership does not have a direct influence on the digitization contribution to business activities, but is fully mediated by internal and external collaboration. Based on supplemental objective data, we show additionally that a high digitization contribution in business model innovation has a beneficial effect on the sales performance.
... It's been long to recognize the innovation as vital for the survival of an organization that leads towards its betterment and success (Amabile, 1988;Zacher & Rosing, 2015). While the best deal of attention has been given to innovation on both individual and organizational level (Chen, Zheng, Yang, & Bai, 2016;Damanpour & Schneider, 2006;Gumusluoglu & Ilsev, 2009), it has been examined that team level innovation or inclusive leadership style can be trivial as compare to other variable in diverse situations (Eisenbeiss, Knippenberg & Boerner, 2008;Tang & Naumann, 2016). Innovation and creativity can be generated through team work but it can be ill-fated for organization (Pirola & Mann, 2004: 255), and the team work cannot be denied in this modern era due to competitors available in the environment so the team work or inclusive leadership in this modern era are very helpful to achieve the targets and goals (Eisenbeiss et al., 2008;Lyubovnikova, Legood, Turner, & Mamakouka, 2017). ...
This study aims to analyze and compare two direction graces and their effect on employee innovation & continuous improvement. This research is unique in nature and first to explore combined effect of leadership styles and their output and unique mediation and moderation effect. Study used structured questionnaire for data collection purpose that was distributed in employees to voluntarily participate in the survey and responded to the questions using a self-administration technique. After collecting required information, data has been analyzed over SPSS. This study aims to find results of research model were supported by extensive literature review, mainly on transformational leadership style and relation with innovation and continuous improvement. In this current study, empirical relationships will be explored with mediation and moderation effects. Consequently, the current research provides input to the organizations as to how they can face challenges in future. Best leaders make healthy relation with employees and motivate them to work. With the support of leaders, employees enjoy working in organizations and indulge in day-to-day activities.
... Since the literature suggests that leadership is one such success driver (Darawong, 2021), research seeks to identify the leadership style that effectively develops and motivates employees' creative ability and ability to recognize opportunities (Gupta et al., 2004). Such studies seek to establish the link between leadership styles like transformational and participative leadership with employees' innovative behavior (Aryee et al., 2012;Basu and Green, 1997;Bednall et al., 2018;Bono and Judge, 2004;Gong et al., 2009;Gumusluoglu and Ilsev, 2009;Jung et al., 2003;Kang et al., 2015;Zaech and Baldegger, 2017). These studies yield mixed findings, finding positive relationships (Kang et al., 2015;Zaech and Baldegger, 2017), negative relationships (Basu and Green, 1997;Bono and Judge, 2004) and no relationships Sharifirad, 2013;Wang and Rode, 2010). ...
Purpose
This study aims to examine the relationship between entrepreneurial leadership (EL) and new product development performance (NPDP) at the firm level (level 2) of analysis and employee’s creativity (EC) at the cross level (level 1) of analysis. It also examines the serial mediations of (1) intrinsic motivation (IM)-EC and (2) creative self-efficacy (CSE)-EC on the relationship between EL and NPDP.
Design/methodology/approach
A systematic random sampling technique was used to collect data through self-administered surveys from leaders and employees of small and medium-sized enterprises (SMEs) in Pakistan’s IT sector. Analysis was conducted on net responses from 114 leaders and 476 employees.
Findings
The results revealed significant positive associations between EL and NPDP at the firm level of analysis and EC at the cross level of analysis. The results of the cross-level serial mediations show that (1) IM and EC, and (2) CSE and EC serially mediate the relationship between EL and NPDP.
Originality/value
This study is among the few to use the Coleman bathtub model to show top-down and bottom-up relationships. The study extends and complements the multilevel perspective on leadership and new product development research by simultaneously examining the relationships between EL and NPDP at the individual and firm levels.
... Fourth, women have stronger interpersonal relationships and more open communication than men (Sandberg, 2003). They are known for their transformational leadership style which is suggested to benefit innovation (Gumusluoglu, Ilsev, 2009). Transformational leadership allows a smooth flow of communication within the organization and stimulates motivation (Eagly, Carli, 2003). ...
Regarding statistical and sociographic analyses, demographic crises of rural
areas in the forms of depopulation, extreme ageing and outflux towards urban centrum areas – generated by the emergence of urban agglomeration and the structural change of the economic framework – can be considered a global phenomenon for more than 3 decades, seriously eroding the competitiveness and sustainability of peripheral regions.
In the case of Hungary, rural society is also facing the same demographic and
developmental challenge since the beginning of the 90s, thus, the Hungarian countryside and borderland areas became the most endangered areas in terms of demographic and economic sustainability. For this reason, national governments must enact adequately implemented policy measures against this demographic process so that declining rural areas may protect their remaining potentials and provide new initiatives for raising rural competitiveness by economic and social means. In this engagement, well-designed development models – such as the tetrahedron, rhombus, pyramid or helix models – can serve as an optimal basis for policy planning and implementation. However, even if these models are proven to be both scientifically and practically confirmed, in general, there is a lack of special “borderland” aspects in the identified basic models in terms of developing
marginalized rural areas especially in areas in the proximity of borders. Therefore, the analysed models cannot be applied conveniently in these areas with special burdens due to their borderland status. For this aim, our analysis is making an attempt to establish an upgraded model structure incorporating both the most relevant aspects of the analysed basic models and the most important segments of the borderland’s social and economic status. Thus, we intend to provide a meaningful added value for supporting rural development efforts in Hungarian and European border territories as well.
... Motivation may be defined as a condition in which goal-directed actions are sustained by people's love and enthusiasm, in addition to other personal incentives and advantages [50,51]. This is the core ingredient of creativity that keeps people committed to their professions, heightens their concentration, and, consequently, leads to greater contentment, expertise, and innovative behavior [52,53]. The capacity for feeling and thinking in terms of the company's environmental sustainability drives employees to carry out green actions, so inspiring them to reach specified environmental objectives [54]. ...
Winemaking is an ancestral activity characterized by its strong roots in the culture, heritage, and people of the producing regions. In addition to providing important health benefits, wine is a product that is widely accepted by society. However, the socioeconomic context is evolving at a rapid pace, and new requirements and needs are forcing companies to innovate in order to remain competitive in the markets, especially in terms of sustainability. The main aim of this paper is to analyze the relationship between green transformational leadership and green innovation, as well as the mediating effect of green motivation and green creativity in this relationship. Data were obtained from a sample of 196 Spanish companies belonging to the wine industry and, as a method of analysis, was used partial least squares structural equation modeling PLS-SEM. The results show a positive and significant relationship between green transformational leadership and green innovation in wine companies. Furthermore, green motivation and green creativity exert a mediating effect in this relationship. It is concluded that the managers of wine companies should encourage employee motivation and creativity, especially in ecological terms, by creating an environment conducive to the development of environmentally friendly innovations.
... Table 3 provides an overview of the sub-competencies and it`s sources in the mission and vision dimension. Transformational Leadership (TL) is perceived as one of the most effective leadership styles to promote firms' innovation performance (Gumusluoglu & Ilsev 2009;Le & Lei 2019). Transformational leaders have a vision that they communicate to their followers and provide them with the required support to achieve. ...
Driving innovation through effective leadership systems and behaviours at all organisational levels is becoming increasingly critical for success. This leads to a mandate for competence development for companies. The paper investigates the operationalisation of organisational innovation leadership (OIL) competencies based on a systematic literature review. To define competencies, our literature study uses the three action domains: knowing, doing, and being. The authors refer to them as knowledge, skills, and attitudes. By putting together critical OIL competency clusters and adding knowledge, skills, and attitudes, we obtain a two-dimensional framework, the "OIL Competency Grid". It includes six critical action domains that result in 18 aspects overall.
... behavioral attitude of leaders has a high impact on employees' attitudes toward their job (Gumusluoglu & Ilsev, 2009). By action, respectable and best leaders help the organization reach a higher level. ...
This chapter captures the bi-furcated challenge of implementing the transformational leadership practices in a complex organizational context. The authors embark on Bass' 4I transformational leadership model and suggest a variety of imperative skills necessary for the proper implementation. From the suggested pool of skills, two are highlighted as the most important and resonate with the 4I model. These are creativity and innovation skills and change management skills. The authors expect to find out the importance of transformational leaders to empower and enable the second line of operational leaders that are capable of efficiently and effectively bridging the transformational leadership chasm from the leaders' vision to the followers' practice.
Employees' green creativity is the basic input to organizational innovation capabilities, the prime focus of practitioners to stay competitive, and a mean to solve the society's sustainable issues in dynamic markets. Hence, this study aims to evaluate the nexus between authentic leadership, psychological environment, and employees' green creativity based on the theoretical lenses of social identity and social exchange theories that have rare application in these domains. Data were collected through questionnaires from 367 operational staff members of different technical training centers of renewable energy projects in Rawalpindi and Islamabad regions at Pakistan. The findings reveal that authentic leadership is a significant precursor of employee's green creativity and self-efficacy. In addition, self-efficacy mediates while the environment of trust and safety has non-mediating role in the relationship between authentic leadership and employee's green creativity. This work brings attention to the initiatives in technical training centers for renewable energy projects and contributes to the field of employees' green creativity in the context of authentic leadership and psychological environment based on the philosophy of social identity and social exchange theories.
In a review of the literature on the subject, evidence is found for the impact of leadership on business performance, and the relationship between business process management (BPM) and business performance. It was also recognized that researchers often use mediating variables to explain this relationship. These issues justify the attempt to fill the demonstrated cognitive gap regarding the use of BPM as a mediating variable between leadership and business performance. The aim of the paper is to identify the relationship between leadership, process performance and business performance. The research was conducted using a survey questionnaire and the CAWI method. The survey was conducted in 2023 among 300 randomly selected Polish enterprises. A structural approach was adopted for modelling purposes. The study confirmed that transformational leadership significantly influences the effectiveness and efficiency of processes (process performance), which further influences business performance. Furthermore, it has been proven that responsible leadership correlates with process efficiency, influencing process effectiveness, which in turn impacts business performance. Additionally, it was demonstrated that the level of process maturity correlates most strongly with transformational leadership and business performance. The article contributes to the development of knowledge in the area of leadership and process management by pointing to their important role in achieving planned levels of business performance. Further research directions in this field are also indicated.KeywordsleadershipBPMprocess performanceeffectivenessefficiencybusiness perfoRmance
Transformational Leadership, a crucial prerequisite for fostering flexibility and innovation within organizations, is explored in this study. The impact of transformational leadership on organizational performance is investigated. To establish validity, both face and construct validity were assessed, and Cronbach's alpha coefficient was calculated for reliability of the questionnaires. The research employed simple random sampling, with a sample size of 212 based on Cochran's formula, distributed among 40 small and medium-sized business managers in Tehran. Data were collected, analyzed descriptively through SPSS22, and inferentially using Smart PLS3 for structural equation modeling. Results indicate a significant influence of transformational leadership on organizational performance.
Organizational learning and innovation research has received increasing attention from researchers in recent years because it is important for improving performance and increasing competitive advantage, in addition to playing a vital role in helping organizations embrace change, respond to emerging challenges, and seize new opportunities. However, the research subject's development as well as directions in this study field are limited and unclear. Therefore, we conducted a bibliometric analysis of a sample of 773 research articles published over the past 41 years, from March 1982 to March 2023, to explore research directions about organizational learning and innovation through the top contributing and productive Sources, institutions, and countries, the analysis of collaboration networks between authors, and keywords' co-occurrence analysis in three specified periods. Publication output data was determined based on research articles in the Scopus database. The results of the analysis of this study showed that the number of publications related to organizational learning and innovation has witnessed a continuous increase, around 18.85% per year. The United States ranked first in the field of organizational learning and innovation, contributing 21.86% of the total publications. In addition, the " "Universidad de Granada" has been ranked first in terms of overall publication output (16 publications, 2.07%). The focus of researchers in this field expanded during the three phases to include different and new topics. The obtained results of this paper may help academics and practitioners better understand research development trends, and research hotspots in the field of organizational learning and innovation, and provide a comprehensive view of future research.
Organizational creativity is important to the survival and success of organizations. How to stimulate organizational creativity is thus a highly relevant issue. In the digital era, more and more organizations are engaging in digitalization, which has been considered to have great potential in nurturing organizational creativity. However, we still lack theory-driven empirical inquiries into "black box" between digitalization and organizational creativity. Drawing upon organizational learning theory, we introduce organizational learning to understand how organizations adapt to digitalization to improve organizational creativity. Using 194 responses from managers and senior IT employees, the results of polynomial regression analysis uncover the effects of the congruence types, the effects of incongruence, and the effects of the incongruence types between organizational unlearning and organizational relearning on organizational creativity. Digitalization is also found to affect organizational unlearning and organizational relearning positively. Key findings and implications are also discussed.
The purpose of this research and development is to find a transformative management model that runs at the Ali Maksum Foundation, Pondok Pesantren Krapyak Yogyakarta. The research method used is qualitative analysis with an evaluative approach. The subjects of the study were determined by purposive sampling. The data collection method uses in-depth interviews, participant observations, and documentation, while the validity of the data uses source trianggulation techniques. Data analysis techniques use qualitative data presentation techniques with a discretionary evaluation analysis model. The results of the research of the Ali Maksum Foundation of Krapyak Islamic Boarding School have not implemented transformative management optimally
يهدف البحث إلى التعرف على واقع أبعاد الازدهار التنظيمي في دائرة صحة نينوى، إذ تمثلت أبعاد الازدهار التنظيمي بـ (رأس المال الفكري، الرشاقة التنظيمية، الابتكار التنظيمي) ومعالجة مشكلة تمر بها دائرة صحة نينوى من حيث مدى توافر المعرفة والرشاقة التنظيمية والابتكار التنظيمي للعاملين. حيث بلغ مجتمع البحث (450) فردا من العاملين في دائرة صحة نينوى ولتحقيق أهداف البحث فقد استخدمت الاستبانة في جمع البيانات، إذ وزِّعت (250) أستمارات من مجتمع البحث وتمثلت عينة البحث ب(199) فرد عامل كأجابات صالحة للتحليل، واعتمد البحث المنهج الوصفي التحليلي مع استعمال عددٍ من الأساليب الإحصائية كالتكرارات والنسب المئوية والأوساط الحسابية والانحرافات المعيارية والتحليل العاملي التوكيدي وذلك باعتماد البرنامج الاحصائي SPSS V26)) و((AMOS V24استناداً إلى وصف وتشخيص أبعاد البحث عبر اختبار علاقات التأثير بين تلك الأبعاد على وفق مخطط الفرضي للبحث، وكان من أهم النتائج التي توصل إليها البحث أن هناك تبايناً في مستوى تبني أبعاد الازدهار التنظيمي في دائرة صحة نينوى، ومن أهم التوصيات التي توصل إليها البحث هو ضرورة الاهتمام بأبعاد الازدهار التنظيمي من قبل دائرة صحة نينوى فقد أوضحت نتائج البحث تباين الأبعاد وعليه إذا أرادت هذه الدائرة أن تحقق التميز والازدهار والاستفادة من خدماتها لجميع المستفيدين يجب عليها أن تضع البرامج والسياسات التي تحرص على الوصول للازدهار التنظيمي وتطبيق مبادئه.
The Cambridge Handbook of Creativity is a comprehensive scholarly handbook on creativity from the most respected psychologists, researchers and educators. This handbook serves both as a thorough introduction to the field of creativity and as an invaluable reference and current source of important information. It covers such diverse topics as the brain, education, business, and world cultures. The first section, 'Basic Concepts', is designed to introduce readers to both the history of and key concepts in the field of creativity. The next section, 'Diverse Perspectives of Creativity', contains chapters on the many ways of approaching creativity. Several of these approaches, such as the functional, evolutionary, and neuroscientific approaches, have been invented or greatly reconceptualized in the last decade. The third section, 'Contemporary Debates', highlights ongoing topics that still inspire discussion. Finally, the editors summarize and discuss important concepts from the book and look to what lies ahead.
Perceived as the driving force of organizational performance, innovation has become today the major challenge of all institutions. Based on leadership theories, the objective of this study is to analyze the contribution of the components of transformational leadership to the development of different types of innovation within the banking sector in Lebanon. Exploiting a qualitative approach based on semi-structured interviews conducted with seven senior executives occupying key positions in five major commercial banks in Lebanon, our research confirms the essential role of intellectual stimulation and inspirational motivation of transformational leadership in the banking innovation, while the other two dimensions, the idealized influence and individualized consideration, play a very limited role in the banking sector. This study allows us to better understand the role of each of the transformational leadership dimensions in order to promote and escort innovation in the banking sector.KeywordTransformational leadershipInnovationBanking sector in Lebanon
Purpose
In recognising the key role of business intelligence and big data analytics in influencing companies’ decision-making processes, this paper aims to codify the main phases through which companies can approach, develop and manage big data analytics.
Design/methodology/approach
By adopting a research strategy based on case studies, this paper depicts the main phases and challenges that companies “live” through in approaching big data analytics as a way to support their decision-making processes. The analysis of case studies has been chosen as the main research method because it offers the possibility for different data sources to describe a phenomenon and subsequently to develop and test theories.
Findings
This paper provides a possible depiction of the main phases and challenges through which the approach(es) to big data analytics can emerge and evolve over time with reference to companies’ decision-making processes.
Research limitations/implications
This paper recalls the attention of researchers in defining clear patterns through which technology-based approaches should be developed. In its depiction of the main phases of the development of big data analytics in companies’ decision-making processes, this paper highlights the possible domains in which to define and renovate approaches to value. The proposed conceptual model derives from the adoption of an inductive approach. Despite its validity, it is discussed and questioned through multiple case studies. In addition, its generalisability requires further discussion and analysis in the light of alternative interpretative perspectives.
Practical implications
The reflections herein offer practitioners interested in company management the possibility to develop performance measurement tools that can evaluate how each phase can contribute to companies’ value creation processes.
Originality/value
This paper contributes to the ongoing debate about the role of digital technologies in influencing managerial and social models. This paper provides a conceptual model that is able to support both researchers and practitioners in understanding through which phases big data analytics can be approached and managed to enhance value processes.
Bu çalışmanın amacı dönüşümcü liderliğinin bireysel yenilikçilik üzerine etkisinde örgütsel öğrenme ikliminin aracı rolü gösterip göstermediğini belirlemektir. Ondokuz Mayıs Üniversitesi Tıp Fakültesi Hastanesinde görev yapmakta olan 281 sağlık çalışanı araştırmanın örneklemini oluşturmaktadır. Dönüşümcü liderlik Dönmez ve Toker (2017) tarafından geliştirilen “Dönüştürücü Liderlik Ölçeği”, örgütsel öğrenme iklimi Hüseyin Çırpan tarafından geliştirilen “Örgütsel Öğrenme İklimi Ölçeği” ve bireysel yenilikçilik H. Thomas Hurt, Katherine Joseph ve Chester D. Cook (1977) tarafından geliştirilen ve Türkçe’ye uyarlanması Ayşegül Sarıoğlu (2014) tarafından yapılan “Bireysel Yenilikçilik Ölçeği” ile ölçülmüştür. Dönüşümcü liderliğin bireysel yenilikçilik üzerine etkisinde örgütsel öğrenme ikliminin aracılık rolünün olup olmadığı bootstrap yöntemini esas alan yol analizi ile incelenmiştir. Bu bağlamda iki farklı model kurulmuş ve örgütsel öğrenme ikliminin dönüşümcü liderlik ile bireysel yenilikçilik arasındaki ilişkide aracı rolü oynamadığı bulgusuna ulaşılmıştır.
يهدف هذا البحث الى اختبار علاقة وتأثير القيادة التحويلية التي شملت ابعادها (التأثير المثالي، والاستثارة الفكرية ، والمراعاة الفردية ، والدافعية الالهامية ، والتمكين) كمتغير مستقل في الولاء التنظيمي بأبعاده (الرضا الوظيفي ، والانتماء ، والثقة التنظيمية ، وسلوك المواطنة التنظيمية) كمتغير مستجيب - بحث ميداني لقيادات كليات الجامعة المستنصرية من عمداء كليات ومعاونيهم ورؤساء الاقسام ، ومن ثم محاولة الخروج بجملة توصيات تسهم في تعزيز الولاء التنظيمي للمنظمات المبحوثة. وانطلاقا من أهمية موضوع البحث في المنظمات المبحوثة، اعتمد المنهج الوصفي التحليلي في انجاز هذا البحث ، وجمعت البيانات من (81) مستجيبا يمثلون عينة البحث بشكل حصري وشامل ، وباعتماد الاستبانة التي تضمنت (69) فقرة ، واستعين بالمقابلات الشخصية والمشاهدات الميدانية كأدوات مساعدة في جمعها. واعتمد البحث برنامج(Spss V.21 , Amos V.23) مع اعتماد اساليب الاحصاء الوصفي (اختبار الخطية، والتحليل العاملي الاستكشافي ، والوسط الحسابي، والنسب المئوية، والانحراف المعياري، والاهمية النسبية، ومعامل الاختلاف، ومعامل الارتباط بيرسون، ومعامل الانحدار البسيط (لاختبار فرضياته . أما أبرز استنتاجات البحث منها يعاني المجتمع المبحوث من قلة الدورات التدريبية في مجال القيادة ومجالات الاهتمام بتدريب الافراد على مفردات الولاء التنظيمي وابعاده النظرية كما وتؤثر القيادة التحويلية بشكل مباشر في الولاء التنظيمي في مجتمع الجامعة المستنصرية وكلياتها المبحوثة، ويتعاظم هذا التأثير بشكل كبير من خلال الدافعية الالهامية والمراعاة الفردية والتمكين.
Organizational researchers are increasingly interested in model ing the multilevel nature of organizational data. Although most organi zational researchers have chosen to investigate these models using traditional Ordinary Least Squares approaches, hierarchical linear models (i.e., random coefficient models) recently have been receiving increased attention. One of the key questions in using hierarchical linear models is how a researcher chooses to scale the Level-1 indepen dent variables (e.g., raw metric, grand mean centering, group mean centering), because it directly influences the interpretation of both the level-1 and level-2 parameters. Several scaling options are reviewed and discussed in light of four paradigms of multilevellcross-level research in organizational science: incremental (i.e., group variables add incremental prediction to individual level outcomes over and above individual level predictors), mediational (i.e., the influence of group level variables on individual outcomes are mediated by individual perceptions), moderational (i.e., the relationship between two individ ual level variables is moderated by a group level variable), and sepa rate (i.e., separate within group and between group models). The paper concludes with modeling recommendations for each of these paradigms and discusses the importance of matching the paradigm under which one is operating to the appropriate modeling strategy.
In this article, we attempt to distinguish between the properties of moderator and mediator variables at a number of levels. First, we seek to make theorists and researchers aware of the importance of not using the terms moderator and mediator interchangeably by carefully elaborating, both conceptually and strategically, the many ways in which moderators and mediators differ. We then go beyond this largely pedagogical function and delineate the conceptual and strategic implications of making use of such distinctions with regard to a wide range of phenomena, including control and stress, attitudes, and personality traits. We also provide a specific compendium of analytic procedures appropriate for making the most effective use of the moderator and mediator distinction, both separately and in terms of a broader causal system that includes both moderators and mediators. (46 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
We tested several hypotheses derived from an extended version of Shamir, House, and Arthur's (1993) theory of charismatic leadership. We used three different samples of subordinates to assess leader behavior, individual-level correlates, and unit-level correlates, respectively. We also examined the effects of charismatic behaviors and unit-level correlates on superiors' assessments of leaders' performance. The findings provide only very partial support for the theory and indicate a need for greater sensitivity to the multiple constituencies of leaders in theories and studies of charismatic leadership in organizations.
This article combines procedures for single-level mediational analysis with multilevel modeling techniques in order to appropriately test mediational effects in clustered data. A simulation study compared the performance of these multilevel mediational models with that of single-level mediational models in clustered data with individual- or group-level initial independent variables, individual- or group-level mediators, and individual level outcomes. The standard errors of mediated effects from the multilevel solution were generally accurate, while those from the single-level procedure were downwardly biased, often by 20% or more. The multilevel advantage was greatest in those situations involving group-level variables, larger group sizes, and higher intraclass correlations in mediator and outcome variables. Multilevel mediational modeling methods were also applied to data from a preventive intervention designed to reduce intentions to use steroids among players on high school football teams. This example illustrates differences between single-level and multilevel mediational modeling in real-world clustered data and shows how the multilevel technique may lead to more accurate results. Mediational analysis is a method that can help researchers understand the mechanisms underlying the phenomena they study. The basic mediational framework involves a three variable system in which an initial independent variable affects a mediational variable, which, in turn, affects an outcome variable (Baron & Kenny, 1986). The aim of mediational analysis is to determine whether the relation between the initial variable and the outcome is due, wholly or in part, to the mediator. Mediational analysis is applicable across a wide range of experimental and non-experimental
A theoretical framework for understanding creativity in a complex social setting, such as an organization, is developed. Organizational creativity is defined as the creation of a valuable, useful new product, service, idea, procedure, or process by individuals working together in a complex social system. The starting point for the theoretical development is provided by the interactionist model of creative behavior developed by Woodman and Schoenfeldt (1989). This model and supporting literature on creative behavior and organizational innovation are used to develop an interactional framework for organizational creativity. The theoretical framework is summarized by 3 propositions that can effectively guide the development of testable hypotheses.
I: Background.- 1. An Introduction.- 2. Conceptualizations of Intrinsic Motivation and Self-Determination.- II: Self-Determination Theory.- 3. Cognitive Evaluation Theory: Perceived Causality and Perceived Competence.- 4. Cognitive Evaluation Theory: Interpersonal Communication and Intrapersonal Regulation.- 5. Toward an Organismic Integration Theory: Motivation and Development.- 6. Causality Orientations Theory: Personality Influences on Motivation.- III: Alternative Approaches.- 7. Operant and Attributional Theories.- 8. Information-Processing Theories.- IV: Applications and Implications.- 9. Education.- 10. Psychotherapy.- 11. Work.- 12. Sports.- References.- Author Index.
A longitudinal study was conducted of transformational leadership and the performance of project groups in three industrial research and development organizations. As hypothesized, transformational leadership predicted higher project quality and budget/schedule performance ratings at time I and one-year later at time 2. A moderator effect was hypothesized and found for type of research and development work. Here, transformational leadership was a stronger predictor of project quality ratings for research projects than for development projects. Initiating structure, however was a stronger predictor of project quality ratings for development projects than for research projects. Theoretical and methodological issues for transformational leadership research in professional organizations are discussed.
The present study integrated a number of streams of research on the antecedents of innovation to develop and test a model of individual innovative behavior. Hypothesizing that leadership, individual problem-solving style, and work group relations affect innovative behavior directly and indirectly through their influence on perceptions of the climate for innovation, we used structural equation analysis to test the parameters of the proposed model simultaneously and also explored the moderating effect of task characteristics. The model explained approximately 37 percent of the variance in innovative behavior. Tasktype moderated the relationship between leader role expectations and innovative behavior.
The authors used measures of leadership, locus of control, and support for innovation to predict the consolidated-unit performance of 78 managers. Results revealed that 3 transformational-leadership measures were associated with a higher internal locus of control and significantly and positively predicted business-unit performance over a 1-year interval. Transactional measures of leadership, including contingent reward and management by exception (active and passive), were each negatively related to business-unit performance. Causal relationships between the transformational-leadership behaviors and unit performance were moderated by the level of support for innovation in the business unit.
This study used a 2 (transformational vs. transactional leadership) × 2 (real vs. nominal group) experiment to examine the effect of different leadership styles and brainstorming conditions on group members' divergent thinking. Participants performed a brainstorming task, and their performance was assessed using fluency and flexibility. Results clearly supported the hypotheses in that the participants in the transformational leadership condition and in the nominal group condition outperformed their counterparts in the transactional leadership condition and in the real group condition. This pattern was consistent across the 2 measures of creativity.
Theory suggests and results show that firm performance is initially positive but eventually levels off and becomes negative as international diversification increases. Product diversification moderates the relationship between international diversification and performance. International diversification is negatively related to performance in nondiversified firms, positively related in highly product-diversified firms, and curvilinearly related in moderately product-diversified firms. International diversification is also positively related to R&D intensity, but the interaction effects with product diversification are negative. The results of this study provide evidence of the importance of international diversification for competitive advantage but also suggest the complexities of implementing it to achieve these advantages in product-diversified firms.
We manipulated transformational and transactional leadership styles and compared them in individual and group task conditions to determine whether they had different impacts on individualists and collectivists performing a brainstorming task. Results showed that collectivists with a transformational leader generated more ideas, but individualists generated more ideas with a transactional leader. Group performance was generally higher than that of individuals working alone. However, contrary to expectations, collectivists generated more ideas that required fundamental organizational changes when working alone.
In this article we develop a theoretical framework for understanding creativity in complex social settings. We define organizational creativity as the creation of a valuable, useful new product, service, idea, procedure, or process by individuals working together in a complex social system. The starting point for our theoretical development is provided by the interactionist model of creative behavior developed by Woodman and Schoenfeldt (1989). This model and supporting literature on creative behavior and organizational innovation are used to develop an interactional framework for organizational creativity. The theoretical framework is summarized by three propositions that can effectively guide the development of testable hypotheses.
The ideas presented in this book have been incubating for over 25 years. I was in the first grade, I believe, when the ideas that eventually developed into this social psychology of creativity first began to germinate. The occasion was art class, a weekly Friday afternoon event during which we were given small reproductions of the great masterworks and asked to copy them on notepaper using the standard set of eight Crayola® crayons. I had left kindergarten the year before with encour agement from the teacher about developing my potential for artistic creativity. During these Friday afternoon exercises, however, I developed nothing but frus tration. Somehow, Da Vinci's "Adoration of the Magi" looked wrong after I'd fin ished with it. I wondered where that promised creativity had gone. I began to believe then that the restrictions placed on my artistic endeavors contributed to my loss of interest and spontaneity in art. When, as a social psy chologist, I began to study intrinsic motivation, it seemed to me that this moti vation to do something for its own sake was the ingredient that had been missing in those strictly regimented art classes. It seemed that intrinsic motivation, as defined by social psychologists, might be essential to creativity. My research pro gram since then has given considerable support to that notion. As a result, the social psychology of creativity presented in this book gives prominence to social variables that affect motivational orientation.
Prior research indicates that flow, a psychological state characterized by concentration, enjoyment, and intrinsic motivation, may be linked to creativity of individuals participating in computer-mediated meetings. A laboratory experiment was conducted to evaluate the effects of leadership style (transactional contingent reward and transformational) and anonymity level (identified and anonymous) on flow and creativity of 159 undergraduate students working in groups performing a creativity task using a Group Decision Support System (GDSS). Results demonstrated that flow mediated effects of leadership on creativity in a GDSS context, and its role may be moderated by anonymity. Results also indicated that both flow and anonymity were required for enhancing creativity in a GDSS context. Implications for practice and research are discussed.
This study focused on the conditions under which job dissatisfaction will lead to creativity as an expression of voice. We theorized that useful feedback from coworkers, coworker helping and support, and perceived organizational support for creativity would each interact with job dissatisfaction and continuance commitment (commitment motivated by necessity) to result in creativity. In a sample of 149 employees, as hypothesized, employees with high job dissatisfaction exhibited the highest creativity when continuance commitment was high and when (1) useful feedback from coworkers, or (2) coworker helping and support, or (3) perceived organizational support for creativity was high.
In a longitudinal, randomized field experiment, we tested the impact of transformational leadership, enhanced by training, on follower development and performance. Experimental group leaders received transformational leadership training, and control group leaders, eclectic leadership training. The sample included 54 military leaders, their 90 direct followers, and 724 indirect followers. Results indicated the leaders in the experimental group had a more positive impact on direct followers' development and on indirect followers' performance than did the leaders in the control group.
Over the last decade and a half, the topic areas of charismatic and transformational leadership in organizational settings have undergone a significant evolution in terms of both theory development and empirical investigations. As a result, our knowledge about these leadership forms has deepened, and there are several dominant theories that are now established paradigms in the leadership field. At the same time, despite advances, there are numerous dimensions of these leadership forms about which we still know very little. Given this moment in the field's evolution, it is only appropriate that we take stock of where we have been and where we need to go into the future. We therefore provide an overview of the evolution of charismatic and transformational leadership in organizations. We examine progress along the following dimensions: 1) leader behaviors and their effects; 2) follower dispositions and dependency dynamics; 3) contextual factors; 4) institutionalization and succession forces; and 5) the liabilities of charismatic and transformational leaders.
در مقالات دیگر اشاره شده که در این مقاله در مورد ارتباط متغیرهای دموگرافیک با توانمندسازی روانی صحبت شده است.
Project leadership behavior, championing, and effectiveness are examined in this study of 40 research and development (R&D) project groups. Interview and questionnaire data from three R&D units of larger organizations are analyzed. Interview results indicate support for active transformational leadership and championing behavior themes as elements of project success. The survey results only partially confirm the interviews in that there is little association between project-level leadership or championing and project effectiveness. However, leadership exhibited at higher organizational levels is significantly correlated with effectiveness.
Leadership research to date has mainly focused on leaders' subjective effects. In this study, we examine the effect of different leadership styles on two financial measures of organizational performance and three measures of organizational climate in 50 supermarket stores of a large supermarket chain in the Netherlands. Our findings show a clear relationship of local leadership with the financial performance and organizational climate in the stores. The findings also show that the leadership styles have differential effects. Charismatic leadership and consideration have a substantial effect on climate and financial performance in the small stores, suggesting the relevance of personal leadership of the store manager in these small stores. Initiating structure leadership had no effect on financial results or organizational climate, either in the small stores or in the large stores. Based on these findings, we have formulated some avenues for further research.
Executive Summary This study asserted a theoretical framework of transformational leadership and its effects on several process and outcome variables among Asian Americans and Caucasian Americans from a levels of analysis perspective. Nomological relationships among the constructs of interest also were tested. Results indicated that effects of transformational leadership were positive, but generally stronger among Asian Americans than among Caucasian Americans. Results from Within and Between Analysis indicated that variation in perceptions of transformational leadership and other measured variables in the two ethnic groups was mainly due to individual differences. Based on these results, we offer several theoretical and practical implications.
Prior research suggests that both transformational leadership and anonymity may affect creativity in groups using group decision support systems to generate ideas. A laboratory study examined effects of high and low levels of transformational leadership on group creativity under anonymous and identified electronic brainstorming conditions. Four measures of group creativity were used: fluency, flexibility, originality, and elaboration (Torrance, 1965). Results indicated that groups working under higher levels of transformational leadership generated more idea elaborations and original solutions than groups working under lower levels of transformational leadership. Anonymous groups were more flexible in generating ideas than identified groups. Results also indicated a significant Leadership Style x Anonymity interaction for flexibility.
Four measures of self-determination (SD) were correlated with two measures of trait creativity. In Study 1, subjects high on the Creative Personality Scale (Gough, 1979) and the Problem-Solving/Creativity scale (Marsh & O'Neill, 1984) were found to strive for self-determined reasons, to strive toward greater SD, and to evidence higher SD in measures of both motivational orientation and self-concept. Study 2 replicated most of these findings and also showed that creative subjects perceived their parents to be more autonomy supportive. Results are interpreted in terms of a general disposition to be self-determining that may help attune creative people to deeper cognitive resources and capacities within themselves.
This study used a 2 (transformational vs. transactional leadership) × 2 (real vs. nominal group) experiment to examine the effect of different leadership styles and brainstorming conditions on group members' divergent thinking. Participants performed a brainstorming task, and their performance was assessed using fluency and flexibility. Results clearly supported the hypotheses in that the participants in the transformational leadership condition and in the nominal group condition outperformed their counterparts in the transactional leadership condition and in the real group condition. This pattern was consistent across the 2 measures of creativity.
Thirty-nine student groups participated in a laboratory experiment conducted to study the effects of leadership style (transactional vs. transformational), anonymity (identified vs. anonymous interaction), and rewards (individual vs. group) on creativity-relevant group processes and outcomes in two decision-making tasks supported by an electronic meeting system (EMS). Evidence for social loafing was observed, i.e., anonymity led to lower participation and cooperation in the group rewards condition relative to the individual rewards condition. Further analysis revealed that social loafing was confined to the transactional leadership condition. Corresponding to the social loafing effect, anonymity led to lower group efficacy and satisfaction with the task and higher originality of solutions in the group rewards condition relative to the individual rewards condition. Transactional leadership was associated with greater group efficacy and solution originality than transformational leadership. Anonymity moderated the effects of leadership on group efficacy and satisfaction with the task; transactional leadership was associated with higher group efficacy and satisfaction with the task in the identified condition only.
Some researchers have argued that symphony orchestras, their conductors, and musicians can be used as analogies for the flatter and more creative new-wave organizations of the future. In doing so, we argue, an overly romanticized picture of what these people do has emerged. Here, we dispel such romantic analogies and develop propositions that will allow us to study orchestra-conductor leadership and musician creativity more realistically. We then move to draw important conclusions about the leadership of creative people in new-wave organizations. For the development of our propositions, we integrate the work on the leadership of creative people [Leadersh. Q. 13 (2002) 705] with the Competing Values Framework (CVF), behavioral complexity and their refinements, and extensions of Quinn R. E. (1988). Beyond rational management: Mastering the paradoxes and competing demands of high performance. San Francisco, CA: Jossey-Bass.
It has been argued that transformational leaders increase group effectiveness by empowering followers to perform their job independently from the leader, highlight the importance of cooperation in performing collective tasks, and realign followers’ values to create a more cohesive group. A study was conducted to examine whether transformational leadership would be positively related to followers’perceptions of empowerment, group cohesiveness, and effectiveness. Forty-seven groups from four Korean firms participated in this study. Results of partial least squares analysis indicated that transformational leadership was positively related to empowerment, group cohesiveness, and group effectiveness. Empowerment was positively related to collective-efficacy, which in turn was positively related to group members’ perceived group effectiveness. Implications for research and practice are discussed.
This study investigated the personality characteristics, leadership behaviors, and influence tactics of champions of technological innovations. Analyses of questionnaires and interview transcripts of twenty-five matched pairs of champions and nonchampions revealed that champions reported using transformational leader behaviors to a significantly greater extent than did nonchampions. Champions exhibited higher risk taking and innovativeness, initiated more influence attempts, and used a greater variety of influence tactics than nonchampions. Regression analysis of a model of champion emergence, relating personality characteristics, transformational leader behaviors, and influence tactics, showed that champions were significantly higher than nonchampions on all paths in the model.
A total of 3786 respondents in 14 independent samples, ranging in size from 45 to 549 in US and foreign firms and agencies, completed the latest version of the Multifactor Leadership Questionnaire (MLQ Form 5X), each describing their respective leader. Based on prior literature, nine models representing different factor structures were compared to determine the best fit for the MLQ survey. The models were tested in an original set of nine samples, and then in a second replication set comprised of five samples. Results indicated the factor structure for the MLQ survey was best represented by six lower order factors and three correlated higher-order factors.
The large and growing literature dealing with leadership has not led to an obvious increase in either the quantity or quality of leaders, particularly transformational leaders. My cursory review of the related literature leads me to the conclusion that this lack is due to the ambiguity of the concepts of leadership and transformation.
The performance of 94 groups on 13 different open-ended tasks was studied. At the individual-team-member level, domain knowledge and performance-relevant behavioral measures of the three components of Amabile's (1983, 1996) theory of individual creativity related in predicted ways to individual differences. Support was found for new "cross-level" processes, labeled "team creativity-relevant processes." At the group level, these processes moderated the relationship between aggregated individual creativity and group creativity.
This article systematically reviews and integrates empirical research that has examined the personal and contextual characteristics that enhance or stifle employee creativity in the workplace. Based on our review, we discuss possible determinants of employee creativity that have received little research attention, describe several areas where substantial challenges and unanswered questions remain, present a number of new research directions for theory building, and identify methodological improvements needed in future studies of creativity in organizations.
The present study integrated a number of streams of research on the antecedents of innovation to develop and test a model of individual innovative behavior. Hypothesizing that leadership, individual problem-solving style, and work group relations affect innovative behavior directly and indirectly through their influence on perceptions of the climate for innovation, we used structural equation analysis to test the parameters of the proposed model simultaneously and also explored the moderating effect of task characteristics. The model explained approximately 37 percent of the variance in innovative behavior. Task type moderated the relationship between leader role expectations and innovative behavior.
This study examined the independent and joint contributions of employees' creativity-relevant personal characteristics and three characteristics of the organizational context - job complexity, supportive supervision, and controlling supervision - to three indicators of employees' creative performance: patent disclosures written, contributions to an organization suggestion program, and supervisory ratings of creativity. Participants (171 employees from two manufacturing facilities) produced the most creative work when they had appropriate creativity-relevant characteristics, worked on complex, challenging jobs, and were supervised in a supportive, noncontrolling fashion.
Organizational researchers are increasingly interested in modeling the multilevel nature of organizational data. Although most organizational researchers have chosen to investigate these models using traditional Ordinary Least Squares approaches, hierarchical linear models (i.e., random coefficient models) recently have been receiving increased attention. One of the key questions in using hierarchical linear models is how a researcher chooses to scale the Level-1 independent variables (e.g., raw metric, grand mean centering, group mean centering), because it directly influences the interpretation of both the level-1 and level-2 parameters. Several scaling options are reviewed and discussed in light of four paradigms of multilevel/cross-level research in organizational science: incremental (i.e., group variables add incremental prediction to individual level outcomes over and above individual level predictors), mediational (i.e., the influence of group level variables on individual outcomes are mediated by individual perceptions), moderational (i.e., the relationship between two individual level variables is moderated by a group level variable), and separate (i.e., separate within group and between group models). The paper concludes with modeling recommendations for each of these paradigms and discusses the importance of matching the paradigm under which one is operating to the appropriate modeling strategy.
We describe the development and validation of a new instrument, KEYS: Assessing the Climate for Creativity, designed to assess perceived stimulants and obstacles to creativity in organizational work environments. The KEYS scales have acceptable factor structures, internal consistencies, test-retest reliabilities, and preliminary convergent and discriminant validity. A construct validity study shows that perceived work environments, as assessed by the KEYS scales, discriminate between high-creativity projects and low-creativity projects; certain scales discriminate more strongly and consistently than others. We discuss the utility of this tool for research and practice.