Transformational leadership and creativity: exploring the mediating effects of creative thinking and intrinsic motivation

Chen, Chun Hsi Vivian; Li, Hung Hui; Tang, Ya Yun

doi:10.1504/ijmed.2009.022627

Cited by 30 publications

(28 citation statements)

References 57 publications

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“…Our first goal was to fill an important theoretical void in the literature by examining the role of personal control in the transformational leadership–creativity relationship. In addition to intrinsic task motivation, which has been framed as a key job‐focused motivational mechanism that links transformational leadership to employee creativity (Chen et al, ; Gumusluoglu & Ilsev, ; Wang et al, ), we now understand the impact of personal control on creativity. Based on cognitive evaluation theory, researchers have proposed that personal control reflects the feelings of autonomy and impact and can be driven by the need–satisfaction process as important motivational mechanism (Deci, ; Deci & Ryan, 2000; Gagne & Deci, ).…”

Section: Discussionmentioning

confidence: 99%

“…In doing so, past research has focused on a few key mechanisms—intrinsic motivation, creative process engagement, creative self‐efficacy, and prosocial motivation underpinned by componential theory of creativity, social cognitive theory, and prosocial motivation theory (cf. Amabile, ; Chen, Li, & Tang, ; Gong et al, ; Gumusluoglu & Ilsev, ; Henker et al, ; Shin & Zhou, ). The findings of these studies are inspiring, but more research attention is needed to explore other job‐focused motivational mechanisms that are relevant to advance our understanding of the transformational leadership–creativity relationship within an individual's work role from the HRM perspective (Anderson et al, ; Li, Deng, Leung, & Zhao, in press; Liu et al, in press; Shih et al, ).…”

Section: Introductionmentioning

confidence: 99%

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When and why does transformational leadership influence employee creativity? The roles of personal control and creative personality

Tse

Chiu

2017

Human Resource Management

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This study develops and tests a model of the underlying mechanisms linking transformational leadership and employee creativity using a sample of 240 matched middle-level manager and front-line supervisor dyads from a large foreign joint-venture company in China. We propose that personal control and employee creative personality serve as a unique psychological mechanism and an important boundary condition to simultaneously influence the relationship between transformational leadership and employee creativity. Results of moderated-mediation analyses provided support for our conceptual model, showing that transformational leadership was positively related to personal control, which also had a positive impact on employee creativity. Furthermore, creative personality was found to moderate the relationship between transformational leadership and personal control, which in turn, mediated the joint effect on employee creativity. Findings of this study provide insights into the research on leadership development and work design in HRM, which can inform human resource managers to design effective strategies and systems that can increase employees' creativity.

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Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

When and why does transformational leadership influence employee creativity? The roles of personal control and creative personality

Tse

Chiu

2017

Human Resource Management

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“…Similarly, as componential theory of creativity has been developed based on cognitive evaluation theory, we included the two under a single framework. Chen and Chang (2013), C. Chen, Li, andTang (2009), Cheung andWong (2011), Gilmore, Hu, Wei, Tetrick, and Zaccaro (2013), Gumusluoglu andIlsev (2009), Jaiswal and, Kollmann et al (2013), S. J. Shin and Zhou (2003), Si and Wei (2012), Uru and Yozgat (2009), C. J.…”

Section: Cognitive Evaluation Theory and Componential Theory Of Crementioning

confidence: 99%

Transformational leadership and creativity: A meta‐analytic review and identification of an integrated model

2019

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Summary We conduct a meta‐analytic review that yields important insights about the existing research on transformational leadership and creativity. Additionally, we propose and test an integrated model using meta‐analytic structural equation modeling (MASEM) and full information MASEM (FIMASEM) techniques to better understand the intervening mechanism through which transformational leadership acts on creativity. The results of the meta‐analysis of 127 studies show that most of the bivariate relationships among transformational leadership, employee creativity, and pre‐identified mediators are significant; further, geographic base of studies significantly moderates some of the relationships. The MASEM results indicate that several mediators intervene in the relationship between transformational leadership and creativity. Although the total effect of transformational leadership on creativity is positive, its direct effect is negative when mediators are included. Additionally, there are significant relationships among the mediators that can be theoretically supported, but have not been investigated in prior transformational leadership and creativity studies. On the basis of these findings, we provide conclusions and directions for future studies.

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“…Idea generation can be regarded as an important stage in the organizational innovation process (Litchfield, 2008). A growing body of research has examined the role of transformational leadership as an important driver for employees' creative idea generation (Chen, Li and Tang, 2009). However, meta-analytic research on the relations between transformational leadership and creative or innovative behaviour have shown relatively weak to moderate relations (Rosing, Frese and Bausch, 2011).…”

mentioning

confidence: 99%

Effects of Leadership Style, Creativity Technique and Personal Initiative on Employee Creativity

Herrmann¹,

Felfe²

2012

British J of Management

102

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Transformational leadership is assumed to enhance employees' creativity. However, results of meta-analytic research on the relations between transformational leadership and creativity have fallen short of expectations. The authors argue that, besides leadership style, the creativity technique that a leader employs is an important means of stimulating employees' creativity. In addition, it is assumed that leadership styles and creativity techniques may have different effects, depending on the measure of creativity output (quantitative vs qualitative). Therefore, in an experimental setting, the effects of different creativity techniques (provocation technique vs brainwriting) and leadership styles (transformational vs transactional) on both quantitative and qualitative creativity were examined. Results showed that transformational leadership and provocation technique led to higher levels of qualitative creativity than transactional leadership and brainwriting, respectively. Conversely, transactional leadership and brainwriting were more effective for quantitative creativity. The additional benefit of the provocation technique in qualitative creativity was found to be higher in the transactional leadership condition than in the transformational leadership condition. Moreover, personal initiative made a significant and independent contribution to both qualitative and quantitative creativity. Implications for practice and future research are discussed.

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Transformational leadership and creativity: exploring the mediating effects of creative thinking and intrinsic motivation

Cited by 30 publications

References 57 publications

When and why does transformational leadership influence employee creativity? The roles of personal control and creative personality

When and why does transformational leadership influence employee creativity? The roles of personal control and creative personality

Transformational leadership and creativity: A meta‐analytic review and identification of an integrated model

Effects of Leadership Style, Creativity Technique and Personal Initiative on Employee Creativity

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