Individual Power Distance Orientation and Follower Reactions to Transformational Leaders: A Cross-Level, Cross-Cultural Examination

A Cross-Level Examination of the Process Linking Transformational Leadership and Creativity: The Role of Psychological Safety Climate

“…intrinsic motivation, creative self-efficacy), we studied how transformational leadership influences employee creativity by shaping a social context that is conducive to creativity. The finding that transformational leadership had an indirect effect on creative process engagement via psychological safety climate lends empirical support to the theoretical notions that leadership is a multilevel process (Kozlowski & Bell, 2003) and employee behaviors are subject to the influence of ambient or environmental stimuli (Hackman, 1992;Kirkman et al, 2009;Wang & Howell, 2012). By emphasizing the interpersonal interaction context, this finding adds a unique angle in the understanding of the process through which transformational leadership influences creativity and highlights the importance of examining the role of contextual variables in the transformational leadership-creativity relationship.…”

“…Chen et al, 2007;Kirkman, Chen, Farh, Chen, & Lowe, 2009;Shin, Kim, Lee, & Bian, 2012;Wang & Howell, 2012). Although theorists have long suggested that the group level factors may influence employee creativity (Drazin, Glynn, & Kazanjian, 1999;Woodman, Sawyer, & Griffin, 1993), research has yet to examine how transformational leadership at the group level influences the individual-level creative process engagement.…”

Transformational leaders and work performance: the mediating roles of identification and self-efficacy

“…Walumbwa and Lawler (2003) also observed that the effects of transformational leaders on individual attitudes and behaviors tend to be stronger in collectivist countries. On the other hand, more recently, Kirkman, Chen, Farh, Chen and Lowe (2009) have reported only small differences in a causal chain linking transformational leadership to OCBs when comparing workers from the US and China.…”

National and firm-level drivers of the devolution of HRM decision making to line managers

“…In societies with high PD, powerful individuals are expected to lead autocratically (Hofstede 1980); those with less power accept their place and defer to them on judgments (Kirkman, Chen, Farh, Chen & Lowe, 2009). …”