Innovation across cultures: Connecting leadership, identification, and creative behavior in organizations

Bracht, Eva M.; Monzani, Lucas; Boer, Diana; Haslam, S. Alexander; Kerschreiter, Rudolf; Lemoine, Jérémy E.; Steffens, Niklas K.; Akfırat, Serap; Avanzi, Lorenzo; Barghi, Bita; Dumont, Kitty; Edelmann, Charlotte M.; Epitropaki, Olga; Fransen, Katrien; Giessner, Steffen R.; Gleibs, Ilka H.; González, Roberto; Laguía, Ana; Lipponen, Jukka; Markovits, Yannis; Alonso, Fernando Molero; León, Juan Antonio Moriano; Neves, Pedro; Orosz, Gábor; Roland‐Lévy, Christine; Schuh, Sebastian C.; Sekiguchi, Tomoki; Song, Lynda Jiwen; Story, Joana; Stouten, Jeroen; Tatachari, Srinivasan; Valdenegro, Daniel; Bunderen, Lisanne van; Vörös, Viktor; Wong, Sut I; Youssef, Farida; Zhang, Xinan; Dick, Rolf van

doi:10.1111/apps.12381

Cited by 18 publications

(9 citation statements)

References 87 publications

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“…We thus complement research that identified other mediators, such as intrinsic motivation (Yousaf et al ., 2022), trust and job satisfaction (Roberts and David, 2017; 2020), gaining a deeper understanding of the mechanisms through which leader phubbing affects follower outcomes. In a next step, the relative importance of different mediators in predicting these outcomes might be tested ( cf , Bracht et al ., 2023).…”

Section: Discussionmentioning

confidence: 99%

The downside of phones at work: exploring negative relationships between leader phubbing and follower engagement/performance

Bracht,

Hernandez Bark,

She

et al. 2023

LODJ

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PurposeThe aim of this paper is gaining a deeper understanding of potential negative effects of (smart)phone use at work. The authors do so by exploring mediating mechanisms and boundary conditions between leader phubbing, leaders snubbing their followers by glancing at their phones during an interaction; and follower (1) work engagement and (2) performance.Design/methodology/approachThe authors conducted a survey-based time-lagged, multi-source and team-based study of leaders (N = 93) and their followers (N = 454).FindingsResults of this paper showed that leader phubbing negatively relates to follower (1) work engagement and (2) performance through less perceived leader support. Contradictory to the hypothesis, the relationship between leader phubbing and perceived leader support was negative for male leaders only.Originality/valueThe authors contribute to existing research by (1) adding perceived support as an important mediator between leader phubbing and work engagement/performance, (2) exploring the effects of leader gender and (3) adding information on the cultural robustness of the leader phubbing phenomenon by testing it outside the Western work context.

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Section: Discussionmentioning

confidence: 99%

The downside of phones at work: exploring negative relationships between leader phubbing and follower engagement/performance

Bracht,

Hernandez Bark,

She

et al. 2023

LODJ

Self Cite

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“…Using Hofstede's country scores and studies that came mainly from Asia and the United States in their meta-analysis, Zhang et al (2022) find inconsistent effects of power distance and collectivism on the link between authentic leadership and outcomes such as trust, turnover intentions, leader effectiveness, job performance, team performance, psychological safety, job satisfaction, emotional exhaustion, and counterproductive work behavior. The aforementioned study by Bracht et al (2023) finds a stronger effect for authentic leadership in collectivistic countries, representing a fit perspective. Kim et al (2018) studied the relationship between empowering leadership and outcomes in a meta-analysis.…”

Section: Moral and Empowering Forms Of Leadershipmentioning

confidence: 92%

“…However, they did find that the impact of transformational leadership on increasing followers' sense of obligation to the organization (normative commitment) was stronger in collectivistic cultures, which seems in line with a cultural fit perspective given the collective focus of this leadership style. Also, Bracht et al (2023) conducted a meta-analysis linking multiple leadership constructs, including transformational leadership via social identification with innovative work behavior. They investigated in-group collectivism and power distance as moderators, using data from 23 countries divided into nine cultural clusters.…”

Section: Charismatic and Transformational Leadershipmentioning

confidence: 99%

Cross-Cultural Leadership: What We Know, What We Need to Know, and Where We Need to Go

Den Hartog,

De Hoogh

2024

Annu. Rev. Organ. Psychol. Organ. Behav.

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While leadership is an important way to coordinate around the globe, societal culture may shape leadership processes and their effects. In this review, we discuss conceptualizations of culture and address what is known about the role culture plays in shaping leadership processes. For example, societal culture shapes people's implicit theories of leadership, and these affect how leaders and followers behave toward each other. Also, culture can moderate the relationship between leadership and important outcomes. We review research done in these areas as well as research on emerging topics in the field, such as followership across cultures and leading groups of employees who are from different areas of the world. As we review the findings of the literature to date, we also acknowledge some of the problems and methodological challenges faced in this field and discuss practical implications and areas for future research. Expected final online publication date for the Annual Review of Organizational Psychology and Organizational Behavior, Volume 11 is January 2024. Please see http://www.annualreviews.org/page/journal/pubdates for revised estimates.

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“…Bracht et al (2022) investigated the effects of various leadership factors on followers' innovative behavior. The leadership factors included transformational leadership, authentic leadership, identity leadership, and LMX.…”

Section: Leading For Creativity and Changementioning

confidence: 99%

Addressing new leadership challenges in a rapidly changing world

Sekiguchi

Cuyper

2022

Applied Psychology

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Addressing new leadership challenges in a rapidly changing worldLeadership is one of the most popular practical and research topics in applied psychology. This is not surprising because leadership is key for successfully managing businesses and organisations, and it is the driving force for tackling grand societal challenges. Unfortunately, leadership can also be at the root of societal problems. Currently, we are experiencing a large scale of changes in business and society that make leadership more important than ever. For example, digital transformation is changing the way business and management are done (Hanelt et al., 2021); the COVID-19 pandemic has changed the way people work and live (Rigotti et al., 2020(Rigotti et al., , 2021; the globalisation/de-globalisation debate is influencing whether and how organisations and society should be managed worldwide (Contractor, 2022;Witt, 2019); and diversity and inclusion are urgent issues in business and society in times of mass migration, aging population, changing career patterns, and so forth (Post et al., 2021). Further, creativity and innovation are becoming crucial in creating breakthroughs to solve difficult problems for better business and society (Rank et al., 2004;Voegtlin et al., 2022), and ethics have quickly become a concern in business and society as corporate scandals, environmental destruction, and human rights issues in business and society continue to rise (e.g. De Cremer & Moore, 2020).Those changes present new leadership challenges, which need to be addressed to make contributions not only to business and management but also to respond to grand societal challenges such as inequality, injustice, and climate change (e.g. Sustainable Development Goals [SDGs]; United Nations, 2020). This virtual special issue selected 13 leadership articles published in Applied Psychology: An International Review in recent years that are categorised into four major themes corresponding to the new leadership challenges: (a) new perspectives of leadership, (b) leadership in diversity and inclusion, (c) leading for creativity and change, and (d) ethicality of leadership. All four themes are vital and timely in thinking about new leadership challenges in a changing world (Figure 1). NEW PERSPECTIVES OF LEADERSHIPResearch on new types of leadership that fit the new world is emerging. The major leadership theories, including traits and behavioral theories, contingency theories of leadership, and visionary/charismatic/transformational leadership theories, have mainly come from North America (House & Aditya, 1997;Nkomo, 2011). However, given the continuing trend of globalisation, concepts and perspectives from other parts of the world are useful to gain insights about effective leadership. In this regard, two articles in this section relate to the Asian perspective

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Innovation across cultures: Connecting leadership, identification, and creative behavior in organizations

Abstract: Innovation is considered essential for today's organizations to survive and thrive. Researchers have also stressed the importance of leadership as a driver of followers' innovative work behavior (FIB).

Cited by 18 publications

References 87 publications

The downside of phones at work: exploring negative relationships between leader phubbing and follower engagement/performance

The downside of phones at work: exploring negative relationships between leader phubbing and follower engagement/performance

Cross-Cultural Leadership: What We Know, What We Need to Know, and Where We Need to Go

Addressing new leadership challenges in a rapidly changing world

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