(2015),"Transformational leadership and employee creativity: Mediating role of creative self-efficacy and moderating role of knowledge sharing", Management Decision, Vol. 53 Iss 5 pp. 894-910 https://doi.org/10.1108/MD-07-2014-0464 Access to this document was granted through an Emerald subscription provided by All users group For AuthorsIf you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.*Related content and download information correct at time of download. Purpose -The purpose of this paper is to investigate the forces driving organizational innovation, particularly CEO transformational leadership as it affects external and internal social capital in top management teams. Design/methodology/approach -Survey questionnaires were administered to 90 Chinese top management teams. Structural equation modeling was used to test the hypothesized relationships. Findings -Both internal and external social capital mediated the relationship between transformational leadership and organizational innovation. Practical implications -Organizations should strengthen internal and external capital of top management teams to reap maximal innovation outcomes from transformational leadership. Originality/value -The findings contribute to the transformational leadership, social capital, and innovation literature first by showing how leadership influences innovation through largely neglected mechanisms -internal and external social capital. Second, a social capital focus challenges the tacit assumption that transformational leadership has only internal influences by showing that it potentially spills over to the external domain.

PurposeThe purpose of this paper is to draw upon social information processing theory to examine the sequential mediating roles of psychological safety and creative process engagement between participative leadership on creativity.Design/methodology/approachUsing a time-lagged sample of 526 supervisor–subordinate dyads from R&D teams of five enterprises located in the southwest part of China, we tested the theoretical model using structural equation modelling (SEM) as well as with the MPLUS 7.0 software.FindingsResults indicated that participative leadership is positively related to creative process engagement; psychological safety significantly mediates the relationship between participative leadership and creative process engagement; creative process engagement significantly mediates the relationship between psychological safety and employee creativity; psychological safety and creative process engagement sequentially mediates the relationship between participative leadership and creativity.Practical implicationsThe study findings imply that the participative leadership behaviors of managers or supervisor's nurtures employees psychological safety to take risk and promotes employee engagement in creativity relevant ventures leading to creativity.Originality/valueThe findings contribute new knowledge on the relationship between participative leadership and creativity by uncovering the causal chain of a cognitive mechanism (psychological safety) with a behavioral mechanism (creative process engagement).

We examined subordinates' attitudes and behaviors in response to moral and authoritarian components of direct leaders' and higher-level leaders' paternalistic leadership style. We developed 8 hypotheses and tested them with data collected from staff at 15 general hospitals located in Mainland China. The final nested sample consisted of 2,365 general employees, 270 direct leaders, and 15 higher-level leaders. The results were as follows: (a) direct leaders' moral leadership had a positive impact on employees' affective trust in their direct leaders, and direct leaders' authoritarian leadership had a negative impact on employees' affective trust in their direct leaders, (b) both moral leadership and authoritarian leadership of direct leaders had positive impacts on employees' personal initiative, and (c) higher-level leaders' moral leadership had a positive moderating effect on only the relationship between direct leaders' moral leadership and employees' personal initiative. The findings shed light on the effect of multilevel paternalistic leadership on subordinates' attitude and behavior, and will inspire managers to coordinate multilevel paternalistic leadership to achieve more positive outcomes.

Purpose – The purpose of this paper is to convey how the transition to market-based orientations by state-owned enterprises (SOEs), particularly the military sector, represents a coevolutionary process between business and regulatory institutions that has an impact on both the military and civilian markets. Design/methodology/approach – The authors conducted a longitudinal case study of a military SOE, the Aosheng Group, between 1951 and 2012 to understand the dynamics between institutions and organizations. A comparative analysis between the main stages of evolution was completed, and conclusions about the main patterns of organizational and institutional change were reached. Findings – The study reports evidence on the coevolutionary nature of change in big SOEs in China, demonstrating how institutional changes are bigger drivers in promoting reorientations than are market pressures. Within the framework of punctuated equilibrium theory, the determining role that managers may play in leading and implementing organizational reorientations is emphasized. Research limitations/implications – A triangulated methodology was employed to analyse a long period; however, its application to just a single case might be questioned in terms of generalizing any of the findings. Originality/value – The longitudinal perspective applied in this case study contributes to critical questioning as to how Chinese agencies define forms of control and the goals for SOEs under their jurisdiction and the importance of allowing managerial discretion to the assigned managers.

Abstract. The current research tests the structure of individual change readiness (CR) and explores the relationships between employees' collective identities and individual CR, in the context of Chinese military enterprises which have been implementing The Policy of Military-Civilian Integration. The results of the study 1 gives strong support to the argument that individual CR has two distinct components in terms of cognitive CR and affective CR. In research 2, the survey data were collected from 297 employees. The results of correlation analyses and hierarchical linear model show that civilian identity has positive effect on affective CR, but not on cognitive CR. Higher-hierarchy identity has significant positive effect on both cognitive CR and affective CR.