The Influence of Authentic Leadership on Creativity and Innovativeness

Müceldili, Büşra; Turan, Haldun; Erdil, Oya

doi:10.1016/j.sbspro.2013.10.538

Cited by 94 publications

(74 citation statements)

References 22 publications

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“…Hence, we could say that organizations may generate other positive effects beside innovativeness, such as organizational performance, organizational commitment, and extra-role performance through having authentic leaders (Müceldili et al, 2013).…”

Section: Discussion On the Major Findings And Implicationmentioning

confidence: 99%

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Does Multiple Leadership Styles Mediated by Job Satisfaction Influence Better Business Performance? Perception of MNC Employees in Malaysia

Ali

Tang

2016

SHS Web of Conferences

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Section: Discussion On the Major Findings And Implicationmentioning

confidence: 99%

“…Müceldili, Turan, and Erdil (2013) discovered that organizations may also stimulate other positive consequences beside innovativeness, such as job engagement, extra-role performance, and job satisfaction through authentic leadership style.…”

Section: Authentic Leadership and Job Satisfactionmentioning

confidence: 99%

Does Multiple Leadership Styles Mediated by Job Satisfaction Influence Better Business Performance? Perception of MNC Employees in Malaysia

Ali

Tang

2016

SHS Web of Conferences

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“…De acordo com Müceldili et al (2013), diversos perfis de liderança foram estudados e discutidas as relações entre suas características e o desenvolvimento da inovação nas empresas, como os perfis "ambidestro" (ROSING et al, 2011), "transformacional" (GUMUSLUOGLU, 2009), "transacional" (PIETERSE et al, 2010) e "autêntico" (REGO et al, 2012). Müceldili et al (2013) validaram pesquisas anteriores que mediram uma estreita relação entre o "líder autêntico" e a produtividade em inovação.…”

Section: O Processo Criativo E a Liderançaunclassified

“…Müceldili et al (2013) validaram pesquisas anteriores que mediram uma estreita relação entre o "líder autêntico" e a produtividade em inovação. Estabeleceram que as características do líder autêntico estimulam a criatividade dos colaboradores para inovar.…”

Section: O Processo Criativo E a Liderançaunclassified

Requisitos-Chave Das Micro E Pequenas Empresas Inovadoras: A Experiência De Campo De Agentes Locais De Inovação

Rodela¹

2018

ALCANCE

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Doi: alcance.v24n4(Out/Dez).p476-494RESUMO O objetivo deste trabalho é indicar e discutir quais fundamentos práticos fazem com que as micro e pequenas empresas (MPE) sejam inovadoras, fortalecidas e atuais. A discussão teve como base a experiência de campo de 18 agentes locais de inovação, profissionais capacitados pelo SEBRAE, bolsistas do CNPq, que acompanharam mensalmente, por dois anos, um total inicial de 784 MPE do estado de São Paulo. Os agentes realizaram diagnósticos da gestão e da inovação nas empresas participantes e, com base nesses estudos, propuseram planos de ação direcionados a melhorar suas capacidades competitivas. A implantação de inovações foi monitorada sistematicamente e observada suas evoluções nesse período em cada empresa. A autora do presente trabalho orientou a seleção e a organização dos dados de campo para elaboração de artigos dos agentes. Durante as orientações, foram estimuladas reflexões sobre as principais situações que contribuíram e que dificultaram o desenvolvimento da inovação nas empresas acompanhadas, bem como foi aplicado questionário para mensurar a experiência empírica. Revelam-se indicativos requeridos para estabelecimento e manutenção da inovação em MPE.Palavras-chave: Micro e Pequenas Empresas. Inovação. ABSTRACTThe objective of this paper is to indicate and discuss the practical factors that enable small and medium enterprises (SMEs) to be innovative, strengthened and updated. The discussion was based on the experience in the field of eighteen local innovation agents, professionals trained by SEBRAE (Brazilian Support Service for Micro and Small Enterprises), who are also holders of a CNPq (National Council for Scientific and Technological Development) scholarship. The agents monitored an initial total of 784 SMEs in the state of São Paulo, Brazil, over a two-year period. The agents performed management and innovation diagnostics in the participating companies and based on the results of these studies, proposed action plans to improve their competitive capabilities. The implementation of innovations was systematically monitored their evolutions observed in each company. The author of this paper guided the selection and organization of the field data for the elaboration of the agent's articles. During the orientation process, reflections were stimulated on the main situations that contributed to or hindered the development of innovation in the companies monitored. Also, a questionnaire was applied to measure the agents' empirical experience. Key indicators for the establishment of and maintenance of innovation in SMEs are revealed.

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“…The best adjustment found was for the second-order model (Walumbwa et al 2008). The psychometric structure of ALQ has been tested in different countries, such as Belgium (Leroy et al 2012), Spain (Moriano et al 2011), Portugal (Rego et al 2012), and Turkey (Müceldili et al 2013), among others. However, no studies are found on the invariance of this measure for different groups and cultures, as recommended by the International Test Commission (2000).…”

Section: Authentic Leadership Modelmentioning

confidence: 99%

Authentic Leadership Questionnaire: invariance between samples of Brazilian and Portuguese employees

Cervo

Mónico

Santos

et al. 2016

Psicol. Refl. Crít.

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The Authentic Leadership Questionnaire (ALQ) is used to assess authentic leadership (AL). Although ALQ is often used in empirical research, cross-cultural studies with this measure are scarce. Aiming to contribute to filling this gap, this study assesses the invariance of the ALQ measure between samples of Brazilian (N = 1019) and Portuguese (N = 842) employees. A multi-group confirmatory factor analysis was performed, and the results showed the invariance of the first-and second-order factor models between the Brazilian and Portuguese samples. The results are discussed considering their cultural setting, with the study's limitations and future research directions being pointed out.

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The Influence of Authentic Leadership on Creativity and Innovativeness

Cited by 94 publications

References 22 publications

Does Multiple Leadership Styles Mediated by Job Satisfaction Influence Better Business Performance? Perception of MNC Employees in Malaysia

Does Multiple Leadership Styles Mediated by Job Satisfaction Influence Better Business Performance? Perception of MNC Employees in Malaysia

Requisitos-Chave Das Micro E Pequenas Empresas Inovadoras: A Experiência De Campo De Agentes Locais De Inovação

Authentic Leadership Questionnaire: invariance between samples of Brazilian and Portuguese employees

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