La créativité, l'innovation et l'initiative sont des processus psychologiques qui facilitent la transformation des rôles professionnels individuels, des équipes et des organisations en ce qui est souhaitable. Cet article est donc axé sur des orientations de recherche virtuelles de ce secteur de plus en plus important. Plus précisément, nous indiquons trois graves lacunes, à savoir la nécessité d'une plus grande différenciation des processus, d'une intégration des concepts et d'une analyse transculturelle. Tout d'abord, les différents antécédents potentiels de la créativité spécifique ou des phases de l'innovation ont bénéficié d'une attention insuffisante. Ensuite, la recherche sur la créativité et l'innovation peut être enrichie par une intégration des concepts de proactivité récemment développés telles que l'initiative personelle et la parole. Enfin, les différences transculturelles dans les valeurs, les orientations motivationnelles et les préférences relatives au leadership peuvent rendre compte de la façon dont la créativité et l'innovation sont mises en oeuvre et cultivées à travers le monde. Eu égard à chacun de ces futurs défis, nous faisons des suggestions pour des avancées théoriques et empiriques et discutons des développements virtuels pratiques et méthodologiques.Creativity, innovation, and initiative are psychological processes that facilitate the transformation of individual work roles, teams, and organisations into desired future states. Therefore, the present paper focuses on potential research trends in this increasingly important area. Specifically, we identify three substantive gaps reflecting the needs for greater process differentiation, concept integration, and cross-cultural analysis. First, potential differential antecedents of specific creativity or innovation phases have received insufficient attention. Second, the creativity and innovation research domain may benefit from an integration of recently developed proactivity concepts such as personal initiative and voice behavior. Third, cross-cultural differences in values, motivational orientations, and leadership preferences may determine how creativity and innovation are enacted and cultivated across the globe. With respect to each of these future challenges, we provide suggestions for theoretical and empirical advancements and discuss potential practical and methodological developments.

This study examined self-related subordinate variables as moderators of relationships between supervisors' leadership behaviours (transformational as well as activecorrective transactional leadership) and subordinates' innovative behaviour and task performance. Based on behavioural plasticity and self-monitoring theory, we hypothesized that these associations would be moderated by subordinates' organization-based self-esteem and by their propensity to modify self-presentation, a major facet of the self-monitoring construct. Field survey data (N ¼ 161) collected in research and development, marketing and human resources departments of several German companies revealed that transformational leadership positively predicted both criteria, whereas active-corrective transactional leadership negatively predicted innovation. As hypothesized, transformational leadership related more strongly and positively to innovation for subordinates low in organization-based self-esteem. When subordinates were low in self-presentation propensity, active-corrective transactional leadership was negatively, and transformational leadership was positively associated with task performance.

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