This study examined whether organizational culture moderates relationships between transformational leadership (TFL) and employee self‐rated creative performance (CP). A convenience sample of 147 working professionals from 109 Fortune 500 organizations participated in the study by completing measures of their organizations’ cultures, their managers’ leadership styles, and their own CP, as well as relevant control measures. Adhocracy culture type moderated the relationship between levels of TFL and CP. Consequently, market culture type was a non‐significant moderator for predicting TFL–CP relationships. Both adhocracy and market culture types were non‐significant mediators of TFL on CP. The theoretical model in this study provides an important extension of TFL and organizational culture theories and a greater understanding of how adhocracy culture interacts with TFL to influence employee CP. This study also provides researchers and practitioners with a better comprehension of how to achieve higher levels of CP given the interaction between TFL and adhocracy culture.

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This paper summarises the results of a three-day workshop conducted between October and December of 2007 as part of a larger project dedicated to improving teacher quality at the pre-service and in-service levels. Both pre-and post-test measures were administered before and after workshop completion in order to capture changes in knowledge, attitude, and perception. For contextual relevance, findings are summarised in light of extant literature pertaining to curriculum integration.