Transformational Leadership, Conservation, and Creativity: Evidence From Korea

Shin, Shung Jae; Zhou, Jing

doi:10.5465/30040662

Cited by 841 publications

(1,056 citation statements)

References 39 publications

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“…In comparison to followers of transactional leaders, followers of transformational leaders have been found to have higher creative performance on idea generation tasks in experimental studies (Jung, 2001;Jung & Avolio, 2000). In addition, an increase in transformational leadership has been related to improved idea generation in laboratory studies (directly; Sosik, Kahai, & Avolio, 1998;and indirectly;Sosik, Kahai, & Avolio, 1999) and to ratings of follower creativity in field studies (Gumusluoglu & Ilsev, 2009;Shin & Zhou, 2003;cf. Shin & Zhou, 2007 in diverse teams).…”

Section: Transformational and Transactional Leadership And Innovativementioning

confidence: 98%

“…However, the empirical evidence for the roles of transformational and transactional leadership in engendering follower innovative behavior is scarce and inconsistent (e.g., Basu & Green, 1997;cf. Kahai, Sosik, & Avolio, 2003;Shin & Zhou, 2003), with some studies finding positive effects and others finding negative effects. These contradictory findings suggest that our understanding of the relationship between transformational and transactional leadership and innovative behavior may benefit from the identification of a moderator variable on which these relationships are contingent and that helps to predict and understand when these relationships would be positive or negative.…”

Section: Introductionmentioning

confidence: 99%

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Transformational and transactional leadership and innovative behavior: The moderating role of psychological empowerment

et al. 2009

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SummaryInnovative behavior is increasingly important for organizations' survival. Transformational leadership, in contrast to transactional leadership, has been argued to be particularly effective in engendering follower innovative behavior. However, empirical evidence for this relationship is scarce and inconsistent. Addressing this issue, we propose that follower psychological empowerment moderates the relationship of transformational and transactional leadership with follower innovative behavior. In a field study with 230 employees of a government agency in the Netherlands combining multisource ratings, we show that transformational leadership is positively related to innovative behavior only when psychological empowerment is high, whereas transactional leadership has a negative relationship with innovative behavior only under these conditions.

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Section: Transformational and Transactional Leadership And Innovativementioning

confidence: 98%

Section: Introductionmentioning

confidence: 99%

Transformational and transactional leadership and innovative behavior: The moderating role of psychological empowerment

et al. 2009

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“…Much research has contributed useful insights to the former, the impact of transformational leadership on employee creativity by demonstrating the mediating influences of intrinsic motivation (Shin & Zhou, 2003), confidence in creative performance (Gong et al, 2009), needs satisfaction (Kovjanic, Schuh, Jonas, Quaquebeke, & Dick, 2012), and work engagement (Aryee, Walumbwa, Zhou, & Hartnell, 2012). However, less is known about the latter, how transformational leadership may have an impact on employee creativity via its influence on employee's social environment such as group climate.…”

Section: Introductionmentioning

confidence: 99%

“…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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“…As alluded to earlier, this framework has key advantages over other frameworks, notably Hofstede (2001), in that it derives the values from ex ante theorizing that identified the comprehensive dimensions needed to describe societies' culture (Berry et al 2010;Brett and Okumura 1998;Shin and Zhou 2003) (see, also Note 1). The value measures are collected through the Portrait Values Questionnaire or PVQ (Schwartz et al 2001).…”

Section: Measures and Samplementioning

confidence: 99%

Generational Shifts in Managerial Values and the Coming of a Unified Business Culture: A Cross-National Analysis Using European Social Survey Data

Hoorn

2017

J Bus Ethics

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In a globalizing world, cross-national differences in values and business culture and understanding these differences become increasingly central to a range of organizational issues and ethical questions. However, various concerns have been raised about extant empirical research on cross-national dissimilarities in the cultural values of managers (what we refer to as managerial values) and the development of a unified business culture. This paper seeks to address three such concerns with the literature on convergence versus divergence of cultural values. It develops an empirical approach to the study of changing business cultures that revolves around birth cohorts and intergenerational values shifts and aims to advance empirical knowledge of the dynamics of cross-national differences in the cultural values of managers. We use time-series data covering 68,708 managers and are able to consider a sample of 32 countries that represent more than half of the cultural clusters recognized in the literature. Results reveal diverse shifts in managerial values across birth cohorts with cross-national dissimilarities waning for some basic cultural dimensions (''convergence''), remaining stable for other dimensions (''cultural stability''), and becoming more pronounced for other dimensions still (''divarication''). Moving beyond the standard convergence/divergence taxonomy, we conclude that a fullfledged convergence-stability-divarication perspective provides the best basis for thinking about the subtle ways in which business cultures are changing.

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Transformational Leadership, Conservation, and Creativity: Evidence From Korea

Cited by 841 publications

References 39 publications

Transformational and transactional leadership and innovative behavior: The moderating role of psychological empowerment

Transformational and transactional leadership and innovative behavior: The moderating role of psychological empowerment

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

Generational Shifts in Managerial Values and the Coming of a Unified Business Culture: A Cross-National Analysis Using European Social Survey Data

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