Drawing on the componential model of creativity (Amabile), we examined how shared leadership and a formally appointed leader's transformational leadership jointly cultivate team creativity in two ...studies. We conducted an experiment with a sample of 109 undergraduate students (32 teams) enrolled in a business plan competition (Study 1) and a field survey based on multisource, time‐lagged data collected from 251 full‐time employees working on 64 research and development teams (Study 2). The results from both studies revealed that shared leadership enhanced team members’ individual creative self‐efficacy and individual creativity, which in turn improved team creativity. Moreover, the results from Study 2 showed that a formally appointed leader's use of different transformational leadership behaviors had different impacts on individual and team creativity. Individual‐focused transformational leadership strengthened the positive effect of shared leadership on team members’ average individual creativity, whereas group‐focused transformational leadership facilitated the translation of teams with high average individual creativity into teams with high levels of team creativity. The theoretical and practical implications of the findings are discussed.
Climate change is a serious global issue that poses many risks to environmental and human systems. Although human activity is cited as the main cause of climate change and organizations significantly ...contribute to climate change, research that investigates workplace pro-environmental behaviors remains scarce. We develop and test a model that links environmentally-specific transformational leadership and leaders' workplace pro-environmental behaviors to employees' pro-environmental passion and behaviors. Structural equation modeling on data from 139 subordinate—leader dyads (M ages = 37.42 and 40.17 years, respectively) showed that leaders' environmental descriptive norms predicted their environmentally-specific transformational leadership and their workplace pro-environmental behaviors, both of which predicted employees' harmonious environmental passion. In turn, employees' own harmonious environmental passion and their leaders' workplace pro-environmental behaviors predicted their workplace pro-environmental behaviors. These findings show that leaders' environmental descriptive norms and the leadership and pro-environmental behaviors they enact play an important role in the greening of organizations. Conceptual and practical implications are discussed.
This study aims to provide an understanding of the role of green transformational leadership (GTL) and green innovation practices in organizations through cognitive processes: green thinking and ...creative process engagement (CPE). Using a survey questionnaire, we collected data from 342 respondents from high‐tech industries located in China. The data were examined through structural equation modeling (variance‐based) to analyze the hypotheses. The findings of the study show that GTL has a substantial effect on green thinking, CPE, and green innovation. The findings further reveal that green thinking and CPE mediate the relationship between GTL and green innovation. Green thinking and creative processes have become instrumental tools in fostering green innovation. Thus, this investigation provides novel insights into how to promote GTL and cognitive processes in organizations to solicit green innovation.
Does environmentally specific transformational leadership promote team pro-environmental behaviors? If so, why and when? Using the cognitive-affective processing system framework, we explore the idea ...that environmentally specific transformational leadership facilitates team pro-environmental behaviors via team pro-environmental goal clarity and team pro-environmental harmonious passion separately and that such indirect relationships are stronger when the team power distance is high. We used three waves of data from 113 teams in six Chinese manufacturing organizations to test our theoretical predictions. The results of regression analyses show that environmentally specific transformational leadership is positively related to team pro-environmental behaviors; this relationship is parallel mediated by team pro-environmental goal clarity and team pro-environmental harmonious passion. Furthermore, the team power distance strengthens the above parallel mediation effects such that in teams with high levels of power distance, environmentally specific transformational leadership strongly provokes team members’ pro-environmental goal clarity, pro-environmental harmonious passion, and subsequent pro-environmental behaviors. These findings suggest that environmentally specific transformational leadership is an effective approach for organizations to improve their teams’ pro-environmental behaviors, particularly in the context of strong power distance.
Using matched reports from 73 team leaders and 359 of their members across 23 companies in Korea, we examined a multilevel model where group- and individual-focused transformational leadership and ...their influence processes operate at the team and dyadic levels independently and interactively to be associated with team and member performance. Results indicated that group-focused transformational leadership was positively associated with team performance through team member exchange (TMX), whereas individual-focused transformational leadership positively related to team members’ in-role and extra-role performance through leader–member exchange (LMX). TMX not only positively mediated the relationships between group-focused transformational leadership and member performance after controlling for LMX but also positively moderated LMX–performance relationships. Moreover, the indirect effect of individual-focused transformational leadership through LMX on member performance was contingent upon the level of TMX. Theoretical and applied implications are discussed.
The race to gain competitive advantage through the formulation of a sustainable business strategy is key for the survival in the global business sphere. Even more importantly is the quest to deploy ...an effective green strategy to combat the numerous negative impact industrialization has on the environment. Researches pointed out the role of leaders and stakeholder's engagement in bringing about reform. This research focuses on how to build a robust psychological capital within an organization through the leader's transformative ability in combating environmental issues. This is necessary because research related to green transformational leadership and the effect on green team resilience has not been considered in literature. Drawing from the combination of three theories; broaden‐and‐build theory, job demand–resource theory, and conservation of resource theory, this study contributes to the extant literature by testing the effect of green transformational leadership via the mediating role of green work engagement to green team resilience. Using Amos 20 version to analyze 351 questionnaires that were collected from employees in four and five star hotels in Turkey, the result reviews that green transformational leadership has a positive effect on green work engagement and green team resilience, and green work engagement fully mediates the relationship between the variables. The theoretical and practical implications are discussed.
Bu çalışmanın temel amacı, teknostresin örgütlerdeki presenteizm ve işten ayrılma niyetine etkisinde dönüşümcü liderliğin aracı rolünü tespit etmektir. Araştırma kapsamında veri toplama araçları ...olarak anket formları kullanılmıştır. Alan araştırması için Malatya ili seçilmiş ve bu ilde görev yapan Türkiye Cumhuriyeti Devlet Demiryolları (TCDD) çalışanlarına anket formları dağıtılmıştır. Uygulama aşamasında verilere öncelikle güvenilirlik, normallik ve faktör analizleri yapılmış ardından ise yapısal eşitlik modeli kurulmuştur. Araştırma sonucunda teknostresin tekno - aşırı yük, tekno - karmaşıklık ve tekno - iş güvencesizliği boyutları için presenteizm davranışını etkilediği; teknostresin tekno - karmaşıklık, tekno - iş güvencesizliği ve tekno - belirsizlik boyutları için dönüşümcü liderlik algısını etkilediği; dönüşümcü liderliğin presentezim davranışını ve işten ayrılma niyetini etkilediği ve dönüşümcü liderliğin teknostres ile presenteizm arasındaki ilişkide aracı rol oynadığı bulunmuştur. Elde edilen sonuçların örgütlerde sıklıkla görülen teknostresin etkilerini azaltmaya ve presenteizm ile işten ayrılma niyetlerinin örgütlerde yayılmasının önüne geçmeye katkı sağlayacağı düşünülmektedir.
Team innovation is an important factor for organizational effectiveness. However, fostering innovation in teams remains a major challenge for team leaders. In particular, we still have an incomplete ...understanding of (1) the effects of team‐centric leadership and (2) the role of teamwork for the relationship between leadership and innovation and learning. Integrating team‐centric transformational leadership and the teamwork quality (TWQ) model with frameworks for team innovation, the current study addresses this issue. Specifically, we investigated TWQ as a team‐level mediator of the relationship between team‐centric transformational leadership, team innovation, and individual members’ learning. We tested our hypotheses using lagged, multi‐source data from a sample of 79 scientific teams. Our findings show that team‐centric transformational leadership is positively related to both team innovation and individual members' learning. Furthermore, the positive relationship between team‐centric transformational leadership and learning is mediated by specific aspects of TWQ. Our study helps to clarify the processes underlying the effects of team‐centric leadership on innovation and learning.
Practitioner points
Innovation and learning are crucial drivers of success in organizations in knowledge‐intensive industries such as science. Transformational leadership is a key factor for enhancing innovation and learning in scientific teams.
By engaging in team‐centric transformational leadership behaviours including emphasizing group identity, communicating a group vision, and fostering team‐building, scientific team leaders can improve innovation and learning
However, leaders of scientific teams should also be aware of potential negative effects of high team cohesion on team innovation, because it may undermine divergent thinking and critical discussions in teams.
This study proposes a model of the impact of transformational leadership both on followers' creativity at the individual level and on innovation at the organizational level. The model is tested on ...163 R&D personnel and managers at 43 micro- and small-sized Turkish software development companies. The results suggest that transformational leadership has important effects on creativity at both the individual and organizational levels. At the individual level, the results of hierarchical linear modeling show that there is a positive relationship between transformational leadership and employees' creativity. In addition, transformational leadership influences employees' creativity through psychological empowerment. At the organizational level, the results of regression analysis reveal that transformational leadership positively associates with organizational innovation, which is measured with a market-oriented criterion developed specifically for developing countries and newly developing industries. The implications of the findings along with some potential practical applications are discussed.
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