Intellectual stimulation and team creative climate in a professional service firm

Abstract

(2018) Intellectual stimulation and team creative climate in a professional service firm. Evidence-based HRM: a Global Forum for Empirical Scholarship, 6 (1). pp. 39-53. ISSN 2049-3983 Final accepted version (with author's formatting)This version is available at: http://eprints.mdx.ac.uk/23566/ Copyright:Middlesex University Research Repository makes the University's research available electronically.Copyright and moral rights to this work are retained by the author and/or other copyright owners unless otherwise stated. The work is supplied on the understanding that any use for commercial gain is strictly forbidden. A copy may be downloaded for personal, non-commercial, research or study without prior permission and without charge.Works, including theses and research projects, may not be reproduced in any format or medium, or extensive quotations taken from them, or their content changed in any way, without first obtaining permission in writing from the copyright holder(s). They may not be sold or exploited commercially in any format or medium without the prior written permission of the copyright holder(s).Full bibliographic details must be given when referring to, or quoting from full items including the author's name, the title of the work, publication details where relevant (place, publisher, date), pagination, and for theses or dissertations the awarding institution, the degree type awarded, and the date of the award.If you believe that any material held in the repository infringes copyright law, please contact the Repository Team at Middlesex University via the following email address:eprints@mdx.ac.ukThe item will be removed from the repository while any claim is being investigated.

Research literature on leadership of knowledge workers: where are we, and where should we be heading?

“…In terms of performance outcomes, follower-level outcomes of creative and innovative behaviour, knowledge management activity and task performance are commonly studied (Palvalin et al , 2017). At the team level, there is emphasis on team performance (Lee et al , 2014; Sandvik et al , 2018; Storm and Scheepers, 2019), team creativity (Tu et al , 2019; Lyndon et al , 2020), team effectiveness (Leuteritz et al , 2017), and project quality and performance (Keller, 1992). At the organisational level, organisational performance (Kehoe and Collins, 2017, Singh et al , 2019a), turnover (Joo, 2010), knowledge management activity (Xiaojun 2017), innovation (Lakshman and Rai, 2019) and financial performance (Berraies and El Abidine, 2019) have been investigated.…”

“…Fausing et al , 2013; Joo, 2010; Pihl-Thingvad, 2014) and behavioural models were the defining factors of a KW. The behavioural models identify KWs as self-motivated individuals, resisting standardisation and control, identifying with their profession, expecting alignment of organisational visions and missions with personal interests and values and pursuing self-actualisation, work autonomy and self-control (Bryant, 2003; Pihl-Thingvad, 2014; Sandvik et al , 2018; Walumbwa et al , 2011). Gap 2a : Although a minimum, meaningful definition of a KW eases operationalisation and measurement that in turn makes theory testing easy, the pronounced diversity plaguing existing definitions of the focal subject (i.e.…”

The role of transformational leadership on millennials’ dedication in level five private hospitals in Kenya

“…Inspirational motivation enhances workplace positive culture development. It also enhances a deep psychological attachment to the work, the peers, and the organizational values and nurtures a creative environment (Salas-Vallina & Femandez, 2017;Sandvik et al, 2018). Subsequently, it inspires followers to challenge the status quo while providing happiness at work (Berraires & Abidine, 2019;Salas-Vallina & Femandez, 2017).…”

“…Leaders with intellectual stimulation trigger and support creativity and innovation in their followers. They challenge the status quo and create a problem-solving muscle (Sandvik et al, 2018). It is exemplified in their flexibility and diverse problem-solving-seeking behavior (Brouer et al, 2016).…”

“…It is influenced by the fact that leaders intellectually stimulate their followers. Subsequently, this forms a creative environment in the organization (Sandvik et al, 2018). Leaders are always seeking and innovating new ways of performing tasks due to the creative environment.…”