Employee learning orientation, transformational leadership, and employee creativity: the mediating role of employee creative self-efficacy

Abstract

We examined the relationship between employee creativity and job performance. Furthermore, we identified two learning-related personal and situational variables-employee learning orientation and transformational leadership-and examined their effects on employee creativity through employee creative self-efficacy. We found that employee creativity was positively related to employee sales and to supervisor-rated employee job performance. Employee learning orientation and transformational leadership were positively related to employee creativity, and these relationships were mediated by employee creative self-efficacy. We discuss the implications of these findings for creativity theory and research, as well as for management practice.

Does transformational leadership facilitate technological innovation? The moderating roles of innovative culture and incentive compensation

“…For instance, leader's motivational and elevating effect on followers includes organizational citizenship behavior (e.g., Nahum-Shani & Somech, 2011), employee's well-being (e.g., Liu, Siu, & Shu, 2010;McKee, Driscoll, Kelloway, & Kelley, 2011), and employee's creative performance (e.g., Gong, Huang, & Farh, 2009). In addition, transformational leaders encourage team cohesion, facilitate cooperation and coordination among group members, and increase team performance and effectiveness (e.g., Bass et al, 2003;Hur, Van Den Berg, & Wilderom, 2011;Zhang, Cao, & Tjosvold, 2011).…”

Transformational leadership and gatekeeping leadership: The roles of norm for maintaining consensus and shared leadership in team performance

“…Some of them showed a positive effect of transformational leadership on followers' creativity or innovativeness (Gong, Huang, & Farh, 2009;Gumusluoglu & Ilsev, 2009;Lee, 2008;Shin & Zhou, 2003). Meanwhile, Dayan, Di Benedetto, and Colak (2009) as well as Ishikawa (2008), and Shin and Zhou (2007) have reported a positive effect of transformational leadership on R&D teams.…”

“…For example, team characteristics such as ability, proximity, and diversity may influence shared leadership (Perry et al, 1999). Furthermore, team efficacy and communication (Ishikawa, 2008), as well as individual-level variables such as intrinsic motivation (Shin & Zhou, 2003) and creative self-efficacy (Gong et al, 2009) mediate the relationship between leadership style and team performance. Therefore, those variables may explain the residue of the variance in this study.…”

Leadership Development and Organizational Success

“…A central question concerns the dimensions of leadership development and how those dimensions are related to different organizational outcomes. Consistent with the ideas proposed by Shaw et al (2009) and Gong, Huang, and Farh (2009) there is a need to have more theorizing on different types of leadership development practices and whether they are performanceorientated practices or maintenance-orientated practices. It is likely that these two sets of leadership development practices may have different impacts on outcomes and may operate through different mediating mechanisms.…”