Leadership clarity and team innovation in health care

West, Michael; Borrill, Carol; Dawson, Jeremy; Brodbeck, Felix C.; Shapiro, David A.; Haward, Bob

doi:10.1016/s1048-9843(03)00044-4

Cited by 282 publications

(243 citation statements)

References 29 publications

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“…The interactions between leadership and innovation variables have attracted increasing attention in empirical studies (e.g., Halbesleben et al, 2003;Kets De Vries, 1996;Sharma and Rai, 2003;Tierney, Farmer, and Graen, 1999;West et al, 2003), but most of these studies have not focused Keywords: strategic leadership; innovation influence; social culture; TMT tenure heterogeneity on actual strategic leaders (Antonakis and House, 2002;Yukl, 1999).…”

Section: This Study Investigates the Relationship Of Strategic Leadermentioning

confidence: 99%

Section: Research Hypotheses Strategic Leadership Behaviors and Innovmentioning

confidence: 99%

“…West et al (2003) have concluded that without an identifiable leader organizational innovation suffers. Moreover, the reported impact of leadership on creativity was sizable, as the exhibited standardized regression coefficients were above 0.50 (West et al, 2003). Therefore, we propose that strategic leadership behaviors are responsible for fostering innovation activity related to both product-market innovations (PM) and administrative innovations (ADM).…”

Section: Research Hypotheses Strategic Leadership Behaviors and Innovmentioning

confidence: 99%

See 2 more Smart Citations

Strategic leadership and executive innovation influence: an international multi‐cluster comparative study

Elenkov¹,

Judge²,

Wright³

2005

Strategic Management Journal

395

281

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Section: This Study Investigates the Relationship Of Strategic Leadermentioning

confidence: 99%

Section: Research Hypotheses Strategic Leadership Behaviors and Innovmentioning

confidence: 99%

Section: Research Hypotheses Strategic Leadership Behaviors and Innovmentioning

confidence: 99%

See 1 more Smart Citation

Strategic leadership and executive innovation influence: an international multi‐cluster comparative study

Elenkov¹,

Judge²,

Wright³

2005

Strategic Management Journal

395

281

View full text Add to dashboard Cite

“…The field study was conducted with real-life leader-follower dyads drawn from organisations in the UK insurance and care sector. Previous research has already established the need for employees to perform creatively in both the insurance (Gong, Huang, & Farh, 2009) as well as the care sector (West & Anderson, 1996;West et al, 2003). Therefore, I am confident that both the experimental and field samples used throughout this thesis are appropriate for the intended investigation.…”

Section: Sampling Methodsmentioning

confidence: 93%

“…As the organisations I drew the study sample from operated in two different sectors (e.g., the insurance and care sector, respectively) I controlled for organisational membership of employees in my analyses. Moreover, since employees in both the insurance and care sector need to perform creatively as part of their job (e.g., Gong et al, 2009;West et al, 2003) I believe that said sample is an appropriate basis for a field test of this thesis's research model and the establishment of external validity (Saunders et al, 2009). …”

Section: Participantsmentioning

confidence: 99%

The Two-Faced Leader: Effects of Leader Emotional Inconsistency on Follower Creative Performance

Stollberger¹,

Guillaume

2016

AMPROC

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Doctor of Philosophy 2016 THESIS SUMMARYBased on a review of the literatures pertaining to leadership, affect, and creative performance, the studies conducted as part of this thesis aim at testing a research model that examines how and under which conditions leader emotional inconsistency between happiness and anger is related to follower creative performance. For an experimental test of the proposed research model I collected data from 94 followers for whom a leader-follower interaction was simulated using a video manipulation. Moderated mediation analyses revealed that leader emotional inconsistency was positively associated with follower creative performance via increases in creative process engagement, but only for followers with high levels of epistemic motivation, which sheds light on the importance of follower's information processing capabilities when faced with complex emotional leadership. I replicated the results of the first study in a second experiment where a leader-follower interaction was simulated using a scenario manipulation. Using data collected from 81 followers, moderated mediation analyses showed that leader displays of emotional inconsistency were positively related to creative performance via increases in creative process engagement for followers with high levels of epistemic motivation. Both experimental studies provide evidence towards the directionality of the examined interrelationships across different types of experimental manipulations employed. Finally, I replicated the research model of this thesis in a field setting using a measurement scale of leader emotional inconsistency specifically developed for this study. Week-level data was collected from 60 leader-follower dyads working in two organisations and providing a total of 253 matched weekly leader and follower responses. Multilevel moderated mediation analyses showed that follower weekly creative performance follows from weekly leader displays of emotional inconsistency via increases in weekly creative process engagement for followers with high epistemic motivation. Taken together, the studies conducted provide both internal and external validity to the theoretically derived research model of this thesis.Keywords: Leader emotional inconsistency; happiness; anger; creative process engagement; creative performance; epistemic motivation; experiment; diary study; multilevel research; EASI theory 3 DEDICATION Kedves Tatámnak, nyugodj békében.To my dear grandpa, may you rest in peace.Szász Mihály (1925 -2016) 4 ACKNOWLEDGEMENTS Many colleagues and friends supported me on my PhD journey and I would like to express my gratitude to them. First of all, I would like to thank my supervisor Dr Yves Guillaume for steering me through the three intense years it took me to complete this thesis. As I never really warmed up to the label "student", I thank Yves for his patience and perseverance in dealing with a rebellious and at times stubborn PhD student such as myself. I also want to thank Prof Richard Crisp for his assistance in the writ...

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Clinical Leadership

Okasha¹

2013

Leadership in Psychiatry

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Leadership clarity and team innovation in health care

Cited by 282 publications

References 29 publications

Strategic leadership and executive innovation influence: an international multi‐cluster comparative study

Strategic leadership and executive innovation influence: an international multi‐cluster comparative study

The Two-Faced Leader: Effects of Leader Emotional Inconsistency on Follower Creative Performance

Clinical Leadership

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