Employee Learning Orientation, Transformational Leadership, and Employee Creativity: The Mediating Role of Employee Creative Self-Efficacy

Gong, Yaping; Huang, Jia‐Chi; Farh, Jiing‐Lih

doi:10.5465/amj.2009.43670890

Cited by 1,386 publications

(612 citation statements)

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“…A multilevel study in a large multinational company based in China showed that transformational leadership was positively related to subordinates' creative performance and transactional leadership was negatively related to subordinates' creative performance . This relationship was further supported in other individual level contexts (e.g., Gong, Huang, Farh & 2009).…”

Section: Individual Level Studiesmentioning

confidence: 54%

“…Gong et al (2009) found that employee creative self-efficacy mediated the relationship between transformational leadership and employee creativity. In a study in a large telecommunication company, Aryee, Walumbwa, Zhou & Hartnell (2012) found support for a model in which followers' work engagement, experienced meaningfulness of work, and experienced responsibility for work outcomes mediated the relationship between transformational leadership and followers' innovative behavior.…”

Section: Individual Level Studiesmentioning

confidence: 99%

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Creative Leadership: A Multi-Context Conceptualization

Mainemelis¹,

Kark²,

Epitropaki³

2015

The Academy of Management Annals

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Further information on publisher's website:http://dx.doi.org/10. 1080/19416520.2015.1024502 Publisher's copyright statement:This is an Accepted Manuscript of an article published by Taylor Francis Group in The Academy of Management Annals on 27/02/2015, available online at: http://www.tandfonline.com/10. 1080/19416520.2015.1024502. Additional information: Use policyThe full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-pro t purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details. AbstractVarious streams of organizational research have examined the relationship between creativity and leadership, albeit using slightly different names such as "creative leadership", "leading for creativity and innovation," and "managing creatives." In this article we review this dispersed body of knowledge and synthesize it under a global construct of creative leadership, which refers to leading others towards the attainment of a creative outcome.Under this unifying construct we classify three more narrow conceptualizations that we observe in the literature: facilitating employee creativity; directing the materialization of a leader's creative vision; and integrating heterogeneous creative contributions. After examining the contextual characteristics associated with the three conceptualizations, we suggest that they represent three distinct collaborative contexts of creative leadership. We discuss the theoretical implications of a multi-context framework of creative leadership, + The second and the third author contributed equally.

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Section: Individual Level Studiesmentioning

confidence: 54%

Section: Individual Level Studiesmentioning

confidence: 99%

Creative Leadership: A Multi-Context Conceptualization

Mainemelis¹,

Kark²,

Epitropaki³

2015

The Academy of Management Annals

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“…In addition, individuals with a learning orientation pursue challenging tasks (Ames & Archer, 1988) that ultimately enhance their knowledge, and this acquisition of knowledge and skills enhances creativity (e.g. Gardner, 1993;Gong, Huang, & Farh, 2009;Hayes, 1989). Accordingly, frontline employees with a need to learn should have a higher drive to develop a better understanding of their jobs, of how the organisation functions, of competitive service offers and other market developments, and of customer needs, and this increased knowledge facilitates the development of creative solutions to customer problems.…”

Section: Research Hypothesesmentioning

confidence: 99%

Personality and the creativity of frontline service employees: linear and curvilinear effects

Coelho

Lages

Sousa

2016

The International Journal of Human Resource Management

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Additional information: Use policyThe full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-pro t purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details. *Corresponding author AcknowledgmentWe are grateful to Marlene Noronha for her assistance with data collection and the comments of participants of the 2014 AMS World Marketing Congress. Personality and the creativity of frontline service employees: Linear and curvilinear effectsPrevious studies have investigated the relationship between the Five Factor model of personality and creativity. As this model has been criticised for providing a limited account of an individual's personality, this study considers additional personality traits that have recently been investigated in the literature as determinants of employee behaviour. Moreover, we also contribute to the existing body of literature by conducting this study in a services setting, for which we predict personality traits will exert differentiated effects on creativity when compared to other settings. Finally, while past research has focused on linear effects, this study examines the existence of nonlinear effects between personality and creativity. The results indicate that personality traits apart from the Five Factor model have an impact on creativity and that the effects of several personality traits on the creativity of frontline service employees differ from those obtained in other settings. Lastly, the findings also show that five of the personality traits have non-linear effects on creativity, and this may be a stimulus for a new stream of research in the human resources literature.Keywords: creativity; personality; service employees; linear and curvilinear effects Personality and the creativity of frontline service employees: Linear and curvilinear effects IntroductionCreativity refers to the development of ideas about goods, services, processes, and practices, which are novel and likely to be useful to an organisation (Shalley, Zhou, & Oldham, 2004).Whereas creativity reflects the development of these ideas at the individual level, innovation concerns the organisational implementation of such ideas (Amabile, 1996). Due to the belief that creativity is paramount not only to greater customer experiences and customer satisfaction (e.g. Coelho, Augusto, & Lages, 2011;Daly, Grove, Dorsch, & Fisk, 2009), but also organisational innovation and ultimately performance (Amabile, Barsade, Mueller, & Straw, 2005;Chen, Shih, & Yeh, 2011;Jiang, Wang, & Zhao, 2012;Liu, 2013), employee creativity has been attracting growing research attention (e.g. Probst, Stewart, Gruys, & Tierney, 2007). Creativity ...

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“…As one of dominant leadership models in enhancing positive employee behaviors, transformational leadership has received particular attention (e.g. Gong, Huang, & Farh, 2009;Shin & Zhou, 2003). Scholars have suggested that transformational leaders can influence employee creativity through two different ways.…”

Section: Introductionmentioning

confidence: 99%

A Cross-Level Examination of the Process Linking Transformational Leadership and Creativity: The Role of Psychological Safety Climate

Zhou

Pan

2015

Human Performance

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Use policyThe full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-prot purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details.

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Employee Learning Orientation, Transformational Leadership, and Employee Creativity: The Mediating Role of Employee Creative Self-Efficacy

Cited by 1,386 publications

References 53 publications

Creative Leadership: A Multi-Context Conceptualization

Creative Leadership: A Multi-Context Conceptualization

Personality and the creativity of frontline service employees: linear and curvilinear effects

A Cross-Level Examination of the Process Linking Transformational Leadership and Creativity: The Role of Psychological Safety Climate

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