Creativity in Context: Update to "The Social Psychology of Creativity"

Unlocking employees’ green creativity: The effects of green transformational leadership, green intrinsic, and extrinsic motivation

This paper reports the most comprehensive meta-analytic examination of the relationship between leadership and both followers’ creative and innovative performance. Specifically, we examined 13 lead...

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Leadership, creativity and innovation: a meta-analytic review

Learning institutes are unique places for innovation, technical transformations, and social changes, which are the main pillars for sustainable development. The purpose of this study was to examine the innovation capacity building through the impact of transformational leadership on followers’ satisfaction and output in two engineering colleges: one in a public university in the United States and the other in an International Branch Campus in Qatar. The Multifactor Leadership Questionnaire was used to assess leadership style, and three output indicators were chosen to represent innovative outputs. Innovation-driven systems and Intrinsic motivation were other innovation drivers assessed through the designed survey. The Statistical Package of Social Science was used to identify the correlated constructs of leadership styles and outcomes. The explanatory sequential mixed method helped explain the underlying reasons for the quantitative results through interviews with faculty. The study showed that leaders (deans) exhibited different ranges of transformational leadership styles, yet were lower than the norm. Moreover, transformational leadership traits, in addition to contingent rewards from transactional leadership, were highly correlated with followers’ satisfaction with the leader and the system. As this was a cross-cultural study, context affected the participation rate and response results, as hesitation to evaluate the dean was common in a high power–distance context.

https://www.mdpi.com/2071-1050/11/15/4072/pdf

Transformational Leadership, Systems, and Intrinsic Motivation Impacts on Innovation in Higher Education Institutes: Faculty Perspectives in Engineering Colleges

This paper aims to look into the role of transformational leadership and transactional leadership as predictors of employee creativity and organisational innovation. Employee creativity is examined as a potential mediator in the leadership styles–organisational innovation relationships.,A cross-sectional, quantitative design was adopted and structural equation modelling (SEM) techniques were used to analyse data collected from 369 employees working in 39 public coffee enterprises in Vietnam.,Transformational leadership and transactional leadership were significant predictors of employee creativity and organisational innovation. Specifically, transformational leadership was instrumental to employee creativity and organisational innovation while transactional leadership was detrimental to these two variables. Additionally, employee creativity partially mediated the relationships between the two leadership styles and organisational innovation.,Results of this study benefit the management of organisations and policy makers by providing an insight of which leadership style will effectively suit public enterprises to promote employee creativity and foster organisational innovation.,While there is a lack of studies investigating organisational innovation in organisational methods and that the interrelationships between leadership styles, employee creativity and organisational innovation are not fully understood, this study pioneers in examining relationships between leadership styles and organisational innovation that is being mediated by employee creativity. Figuring out that organisational innovation is more likely to be fostered by the positive influence of leadership behaviours and the improvement of employee creativity, in particular, the significant role of employee creativity represents important contributions of the current study.

Leadership styles and organisational innovation in Vietnam: does employee creativity matter?

Leaders’ implicit followership theory describes leaders’ personal assumptions about the traits and behaviors that characterize followers. Unlike traditional organizational behavior research, studies on leaders’ implicit followership theory can deepen our understandings of ‘how leaders and followers perceive, decide and take action’ from follower-centric perspective. Adopting 267 follower–leader dyads from 16 Chinese enterprises as our final sample, we found that: (1) positive leaders’ implicit followership theory had significant positive effect on followers’ creativity; (2) followers’ leader–member exchange with leader, intrinsic motivation and creative self-efficacy mediated the positive relationship between positive leaders’ implicit followership theory and followers’ creativity; (3) no significance difference was found between the mediating effects of leader–member exchange, intrinsic motivation and creative self-efficacy. The current study not only extended the application of social cognitive theory in leadership research, but also made contributions to the enrichment of social exchange theory and componential theory of creativity.

Implicit followership theory to employee creativity : the roles of leader–member exchange, self-efficacy and intrinsic motivation

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Implicit followership theory to employee creativity : the roles of leader–member exchange, self-efficacy and intrinsic motivation