Creativity in research and development laboratories: A new scale for leader behaviours

Gupta, Vishal; Singh, Shailendra; Khatri, Naresh

doi:10.1016/j.iimb.2013.02.001

Cited by 14 publications

(6 citation statements)

References 23 publications

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“…More research is needed in order to provide R&D leaders necessary insights to develop effective interventions for fostering creativity at their workplaces (Berson and Linton 2005;Zheng et al 2010). The present study extends the behavioral theories of leadership (Fleishman 1953;Blake and Mouton 1964;Yukl 1999Yukl , 2008 by examining the relationship between positive R&D leader behaviors identified by Gupta and colleagues (Gupta and Singh 2013;Gupta, Singh and Khatri 2013) and subordinate creative performance behaviors in public-owned Indian R&D laboratories.…”

Section: Introductionmentioning

confidence: 72%

Psychological capital as a mediator of the relationship between leadership and creative performance behaviors: empirical evidence from the Indian R&D sector

Gupta

Singh

2014

The International Journal of Human Resource Management

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107

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The present study examines the relationships between leadership, psychological capital and employee creative performance behaviors in the Indian research and development (R&D) context. A survey-based study was conducted in 11 government-owned R&D laboratories across India and 496 usable responses were collected. Data analyses, performed using the structural equation modeling technique, revealed that psychological capital fully mediates the relationship between leadership and creative performance behaviors. R&D leaders who display positive behaviors are more likely to aid the development of their subordinates' positive psychological capacities. Employees with higher psychological capital engage in greater creative behaviors, improving the chances of producing creative outcomes. In addition, such employees will need less supervision and will be less dependent on leadership for directions and day-to-day work. The implication for researchers and practitioners are discussed.

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Section: Introductionmentioning

confidence: 72%

Psychological capital as a mediator of the relationship between leadership and creative performance behaviors: empirical evidence from the Indian R&D sector

Gupta

Singh

2014

The International Journal of Human Resource Management

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107

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“…Leadership was measured using the 39-item scale developed by Gupta et al (2013). The responses were measured using a five-point Likert scale ranging from 1 – not at all to 5 – to a great extent.…”

Section: Methodsmentioning

confidence: 99%

“…Arnold et al , 2000; Yukl, 2008) have argued that field studies that measure the behaviors included in a traditional measure usually miss the opportunity to examine a wide range of behaviors, or to collect rich, descriptive information about leader behaviors considered to be important for an innovation-oriented work context. Following the call for using a leadership conceptualization that suits the innovation-oriented work context (Arnold et al , 2000; Gupta and Singh, 2013; Yukl, 2008), I adopted the five-factor behavioral conceptualization of R&D leadership developed and validated by Gupta and colleagues (Gupta and Singh, 2013, 2014, 2015; Gupta et al , 2013).…”

Section: Literature Review and Hypotheses Developmentmentioning

confidence: 99%

Relationships between leadership, motivation and employee-level innovation: evidence from India

Gupta

2020

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PurposeIntegrating the behavioral theory of leadership, the componential theory of creativity and the self-determination theory (SDT), the study tests the relationships between leadership, work motivation (intrinsic motivation, integrated extrinsic motivation, extrinsic motivation) and employee-level innovation (innovative work behavior and innovation outcomes) in a work setting.Design/methodology/approachData were collected using a survey questionnaire from 493 scientists working in India's largest civilian research and development (R&D) organization. The structural equation modeling (SEM) method was used to test the hypothesized relationships between the study variables.FindingsThe study found evidence for positive relationships between leadership, employee autonomous motivation (intrinsic and integrated extrinsic motivation) and employee-level innovation. The study shows that extrinsic motivation is positively related to innovation only when the value of rewards is integrated to one's sense of self (integrated extrinsic motivation). Extrinsic motivation, otherwise, is not related to innovation.Research limitationsThe study was cross-sectional, so inferences about causality are limited.Practical implicationsFirst, while extrinsic motivation is considered bad for innovation, the study provides evidence that integrated extrinsic motivation complements intrinsic motivation and encourages employee-level innovation. Second, the study shows that leaders can aid the process of development of autonomous motivation by displaying positive behaviors. Third, the study validates the mediating role of autonomous motivation for the leadership–innovation relationship.Originality/valueThe study provides an insight into the underlying process through which leaders can impact innovation at the workplace. To the best of the author's knowledge, such a study is the first of its kind undertaken in an organizational context.

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“…Transformational leaders enable their followers to question their thoughts and assumptions, stimulate them to approach problems with new perspectives and create an organizational culture in their organization where innovation is dominant (Karcioğlu and Kaygin, 2013;Eliophotou-Menon and Ioannou, 2016). By this __________________________________________________________________________________ DOI: 10.17261/Pressacademia.2017.682 226 supportive innovation climate, followers' demands are met and their creative performance is boosted Gupta et al, 2012;Gupta and Singh, 2013;Jaiswal and Dhar, 2015). Also, transformational leaders try to achieve organizational goals by giving importance to the motivation of their employees' and this attitude make their employees feel special, encouraged and motivated (Greenberg and Baron, 2000;Williams, 2004;Naralan, Yıldız and Kahya, 2013).…”

Section: Introductionmentioning

confidence: 99%

Transformational leadership and individual creativity: the mediating role of intrinsic motivation

Çekmecelioğlu¹,

İlhan²,

Günsel³

2017

Pressacademia

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Purpose-It is assumed that transformational leadership as an organizational context might have a significant effect on the development of individual creativity capabilities within followers. Further, it is argued that intrinsic motivation mediates the transformational leadership behavior -individual creativity link, which we empirically know little about so far. Methodology-Given hypothesis were investigated by using 304 questionnaires from 61 manufacturing companies operating in Eastern Marmara region. To more vigorously test the proposed model, partial least squares structural equation modelling (PLS-SEM) was employed with SmartPLS 3.0 statistical program. Findings-The findings suggest that transformational leadership is an important tool that enhance individual creativity. The SEM results revealed that transformational leadership is positively associated with individual creativity and the effect of transformational leadership on individual creativity is partially mediated by inspirational motivation, which means both of our hypothesis are supported. Conclusion-According to the findings, transformational leaders provide their followers' with recognition, provide a vision towards future; they act as role models and promote followers' commitment. They encourage the followers to take risks, increase their energy to generate novel ideas and solutions. As a result, followers with increased self-confidence become more inspired motivated and creative. Additionally, these followers, through the way that their leaders behave them, are inspired and motivated to be more creative in doing their tasks. Partially through inspirational motivation transformational leaders can stimulate the creative capabilities of followers. Finally, this study reveals the fact that the effect of transformational leadership is partially mediated by inspirational mediation.

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Creativity in research and development laboratories: A new scale for leader behaviours

Cited by 14 publications

References 23 publications

Psychological capital as a mediator of the relationship between leadership and creative performance behaviors: empirical evidence from the Indian R&D sector

Psychological capital as a mediator of the relationship between leadership and creative performance behaviors: empirical evidence from the Indian R&D sector

Relationships between leadership, motivation and employee-level innovation: evidence from India

Transformational leadership and individual creativity: the mediating role of intrinsic motivation

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