Motivated or Demotivated to Be Creative: The Role of Self‐Regulatory Focus in Transformational and Transactional Leadership Processes

Numerous studies have recognised the importance of transformational leadership style for encouraging employees’ creativity. Self‐regulation studies have highlighted the influence of a promotion focus on employees’ creative behaviours. Yet both leadership and self‐regulation theories have paid less attention to the role transactional leadership style and situational prevention regulatory focus may play in affecting employees’ creativity. In this article we present a theoretical model which examines transformational and transactional leadership styles and both promotion and prevention situational self‐regulatory focus (SRF). The model suggests that while transformational leadership promotes creativity, at least partially by enhancing follower's situational promotion SRF, transactional leadership style (transactional active) is aligned with followers’ prevention situational SRF, which is associated with leaders’ hindering of followers’ creativity. Findings from two studies, an experimental study (N = 189) and a field study (N = 343 employees and 75 managers), support this model, showing that the relationship between different types of leadership and creativity are more complex than previously regarded. The theoretical and practical implications are discussed.     

Different roles of shared and vertical leadership in promoting team creativity: Cultivating and synthesizing team members’ individual creativity

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.     

变革型领导对员工绩效和满意度的影响：心理资本的中介作用及程序公平的调节作用

通过对国内一家企业共785位员工及其直接主管的问卷调查, 考察了下属心理资本在变革型领导与下属工作绩效及满意度之间关系的中介作用以及程序公平对该关系的调节作用。研究结果显示：1)下属的心理资本与其工作绩效和满意度正向相关; 2)下属的心理资本部分中介了变革型领导对下属工作绩效及满意度的正向关系; 3) 下属的程序公平调节了变革型领导对下属心理资本的影响。具体而言, 下属的程序公平感越高, 变革型领导与下属心理资本的正向关系越强, 反之越弱; 4) 进一步地, 程序公平调节了下属心理资本对变革型领导－工作绩效和满意度的中介作用, 即：程序公平感越高, 变革型领导通过心理资本对下属的工作绩效和满意度所产生的作用就越强, 反之越弱。最后讨论了该研究的理论意义和应用价值。     

绿色变革型领导对团队绿色行为的影响： 基于社会认知视角的本土探索

随着环境问题日益严峻,如何鼓励和引导组织中的绿色行为已逐渐成为领导者的使命。本研究检验了绿色变革型领导对团队绿色行为的影响,并从社会认知的视角探索团队绿色自我效能的中介作用和集体主义气氛的调节作用。对104份团队数据进行回归分析,结果发现：绿色变革型领导与团队绿色行为呈正相关,团队绿色自我效能在上述过程中起着部分中介作用;集体主义气氛正向调节了团队绿色自我效能与团队绿色行为的直接关系,以及绿色变革型领导与团队绿色行为之间经由团队绿色自我效能的间接效应。本研究的结果能为如何管理团队绿色行为提供启发。     

Cross-National Explorations of the Impact of Affect at Work Using the State-Trait Emotion Measure: A Coordinated Series of Studies in the United States,China, and Romania

Drawing on the social information process perspective, we hypothesized that transformational leadership fosters psychological safety climate leading to enhanced individual-level creative process engagement. Furthermore, psychological safety climate was hypothesized to strengthen the relationship between creative process engagement and employee creativity. The hypothesized model was tested with data obtained from a sample of 358 employees and their supervisors from two organizations in the People’s Republic of China. Results of hierarchical linear modeling analysis revealed that transformational leadership influenced creative process engagement via psychological safety climate. Furthermore, psychological safety climate moderated the creative process engagement–creativity relationship such that the relationship was stronger in groups with high rather than low psychological safety climate.     

Core Job Characteristic and Uncertainty Avoidance: Into the Black Box of Transformational Leadership Effect on Creativity

Drawing upon the job characteristic model and the “management of meaning” perspective, this study examines the process and conditions through which transformational leadership fosters employee creativity. Our results reveal that the effect of transformational leadership on creativity is mediated by employees’ perceptions of core job characteristics (variety, identity, significance, autonomy, feedback). This mediation effect is further moderated by employees’ uncertainty avoidance orientation. Specifically, transformational leaders foster creativity through followers’ perceptions of core job characteristics only among employees low on uncertainty avoidance. The association between enhanced job characteristics and creativity is more positive for employees with low uncertainty avoidance orientation than those with high uncertainty avoidance orientation. Implications and future research directions are discussed.     

Transformational Leadership and Creative Problem‐Solving: The Mediating Role of Psychological Safety and Reflexivity

Previous research has pointed to the importance of transformational leadership in facilitating employees' creative outcomes. However, the mechanism by which transformational leadership cultivates employees' creative problem‐solving capacity is not well understood. Drawing on theories of leadership, information processing and creativity, we proposed and tested a model in which psychological safety and reflexivity mediate the effect of transformational leadership and creative problem‐solving capacity. The results of survey data collected at three points in time indicate that transformational leadership facilitates the development of employees' creative problem‐solving capacity by shaping a climate of psychological safety conducive to reflexivity processes. However, the findings also indicate that psychological safety is related both directly and indirectly, through reflexivity, to employees' creative problem‐solving capacity. This study sheds further light on the ways in which transformational leaders help to develop and cultivate employees' capacity for creative problem‐solving.     

变革型领导对下属进谏行为的影响：组织心理所有权与传统性的作用

以373对上级-下属配对数据为样本, 分析了上级的变革型领导对下属进谏行为的影响以及组织心理所有权的中介效应和传统性的调节效应。结果发现：变革型领导对下属进谏上司和进谏同事均有积极影响; 变革型领导通过组织心理所有权的中介效应影响下属进谏上司、进谏同事; 传统性对组织心理所有权与进谏上司、进谏同事之间的关系具有调节效应, 员工的传统性越高, 组织心理所有权对进谏上司、进谏同事的影响越小。     

绿色变革型领导的影响效果及其理论解释机制

在环境问题日益严峻的当代背景下,社会各界愈发呼吁企业及其领导者履行环境责任。正因如此,绿色变革型领导在近几年逐渐成为一个前沿研究主题。绿色变革型领导是指领导者激励下属实现组织的绿色环保目标,鼓励下属取得超出预期水平的环保绩效。目前,研究发现,绿色变革型领导能够显著提升员工和企业的绿色行为、绿色创新。社会认知、情感事件、自我决定、社会认同和动态能力是解释上述关系的重要理论。最后,文章提出了一些展望供未来研究参考。     

心理弹性如何影响员工创造力：心理安全感与创造力自我效能感的作用

摘 要 通过对350名知识型员工及其领导的配对问卷调查,探讨心理弹性对知识型员工创造力的作用机制。结果表明,心理弹性对心理安全感有显著的正向影响;心理安全感完全中介了心理弹性对创造力的影响;创造力自我效能感调节了心理安全感对创造力的正向作用;创造力自我效能感调节了心理安全感在心理弹性与创造力之间的中介作用。     

创造与领导力的结合：创造型领导

管理理论的研究已迈进创新/创造管理阶段,其典型代表为创造型领导力的理论研究。文章在探讨了创造与领导力关系的基础上,分析了创造型领导的影响效能,阐述了领导者创造思维的前因、领导者与员工创造思维过程研究。最后从创造型领导的技能与策略的发展、认知神经科学范式的采纳、多维整合等角度,评述未来研究趋势。     

绩效薪酬对员工突破性创造力和渐进性创造力的影响

研究分别从认知评价理论和习得性努力理论视角考察了绩效薪酬对员工突破性创造力和渐进性创造力的影响及其作用机制, 并检验了变革型领导和交易型领导对上述两条路径的调节效应。基于24家企业的364对上下级匹配数据的研究结果表明：绩效薪酬对内在动机和突破性创造力没有显著的影响, 对外在动机和渐进性创造力有显著的正向影响。变革型领导调节绩效薪酬与突破性创造力的关系：高变革领导情境下, 绩效薪酬通过正向影响内在动机间接对突破性创造力产生正向影响; 低变革领导情境下, 绩效薪酬通过负向影响内在动机间接对突破性创造力产生负向影响。交易型领导调节绩效薪酬与渐进性创造力的关系：交易型领导通过强化绩效薪酬对外在动机的影响进而放大了绩效薪酬对渐进性创造力的正向效应。针对上述结果, 讨论了本文的理论与实践意义。     

Getting What's New from Newcomers: Empowering Leadership,Creativity, and Adjustment in the Socialization Context

Researchers consistently argue that organizations need to generate creative ideas to ensure long‐term success and survival. One possible solution for increasing creativity is to inject “fresh blood” into the organization by hiring new employees. However, past work suggests there may be a number of impediments that stifle newcomer creativity and, further, that encouraging newcomer creativity may compromise other adjustment outcomes. Accordingly, the present research examines how empowering leaders, in conjunction with contextual and relational factors (i.e., organizational support for creativity and newcomers' trust in leaders), facilitate newcomer creativity. Study 1 indicates that empowering leadership positively predicts newcomer creativity and that this relationship is contingent on the organizational context. Study 2 reveals that a more specific and proximal contextual socialization factor–newcomers' trust in leaders–is a more potent moderator than organizational support for creativity. Further, these predictors operate through creative process engagement to influence creativity. Finally, results indicate positive links between empowering leadership and role clarity, attachment, and task performance, suggesting that empowering leadership may serve as an important, albeit overlooked, socialization tactic.     

伦理型领导如何影响员工创造力:心理安全感与关系的作用

基于认知评价理论,以配对的328组员工为样本,探讨了伦理型领导与员工创造力的关系,及心理安全感、上下级关系在这一关系中的作用。结论:伦理型领导与员工心理安全感正相关;上下级关系与伦理型领导的交互作用强化了员工的心理安全感;心理安全感中介了伦理型领导对员工创造力的影响;上下级关系调节了心理安全感对伦理型领导与创造力关系间的中介作用。     

绩效薪酬对雇员创造力的影响:人-工作匹配和创造力自我效能的作用

采用296对上下级匹配数据考察了绩效薪酬对创造力的影响以及人-工作匹配的调节效应和创造力自我效能的中介效应。研究结果表明:绩效薪酬对创造力有倒U形影响;创造力自我效能部分中介了绩效薪酬对创造力的倒U形影响;人-工作匹配调节绩效薪酬与创造力的关系,人-工作匹配度越高,中等强度绩效薪酬的正面效应越强,高强度绩效薪酬的负面效应越弱;绩效薪酬与人-工作匹配的交互效应通过创造力自我效能的完全中介效应影响创造力。     

Status Incongruence and Supervisor Gender as Moderators of the Transformational Leadership to Subordinate Affective Organizational Commitment Relationship

Grounded in role congruity theory, we examine how status incongruence (when the subordinate is older, has more education, work experience, and/or organizational tenure than the supervisor) in subordinate–supervisor dyads affects transformational leaders’ ability to foster affective organizational commitment among their subordinates. Across two field studies, our findings show that the relationship between transformational leadership and subordinate affective organizational commitment is less positive when status incongruence is high. Furthermore, in both field studies we found a 3‐way interaction among transformational leadership, status incongruence, and supervisor gender predicting subordinate affective organizational commitment. Specifically, in Study 1 (pink‐collar employees in Turkey), low status incongruence strengthened the positive relationship between transformational leadership and subordinate affective organizational commitment for male leaders. In Study 2 (pink‐collar employees in the United States), low status incongruence strengthened the positive relationship between transformational leadership and subordinate affective organizational commitment for female leaders. Furthermore, Study 2 also revealed that collective identity was a mediator of both the significant 2‐ and 3‐way interaction effects on subordinate affective organizational commitment.     

Studies of transformational leadership in consumer service: leadership trust and the mediating-moderating role of cooperative conflict management

This is the third in a series of studies evaluating how transformational leadership is associated with related variables such as job satisfaction, change commitment, leadership trust, cooperative conflict management, and market orientation. The present paper evaluates the effects of transformational leadership and cooperative conflict management along with their mediating and moderating of leadership trust in the life insurance industry for two sample groups, sales managers and sales employees. The main effect of leadership trust was mediated and moderated by cooperative conflict management. Cooperative conflict management made a more important contribution than transformational leadership or the moderating effect (interaction), but these three together were the most important variables predicting highest leadership trust. Transformational leadership has an indirect influence on leadership trust. This work summarizes the specific contribution and importance of building successful leadership trust associations with employees in relation to leadership and satisfaction with change commitment.     

LEADERSHIP AND EMPLOYEES’ REACTIONS TO CHANGE: THE ROLE OF LEADERS’ PERSONAL ATTRIBUTES AND TRANSFORMATIONAL LEADERSHIP STYLE

We examined the role of leaders’ personal attributes and transformational leadership behaviors in explaining employees’ intentions to resist a large‐scale organizational change. Through a multilevel analysis of data from 75 school principals and 586 teachers, we found that teachers’ intentions to resist the organizational change were negatively related to their principals’ openness to change values and transformational leadership behaviors, and positively related to their principals’ dispositional resistance to change. Furthermore, principals’ transformational leadership behaviors moderated the relationship between teachers’ dispositional resistance and intentions to resist the change.     

Empowering leadership,uncertainty avoidance,trust, and employee creativity: Interaction effects and a mediating mechanism

Taking an interactional approach, we hypothesized that (a) there is an interaction between empowering leadership, uncertainty avoidance, and trust that affects creativity, such that empowering leadership has the strongest positive relationship with creativity when the employees have high levels of uncertainty avoidance and trust their supervisors; and (b) creative self-efficacy mediates the effect that this three-way interaction between empowering leadership, uncertainty avoidance and trust has on creativity. In Study 1, we used a time-lagged research design, collecting multi-source data from 322 employees and their supervisors. The results of Study 1 supported our hypotheses. In Study 2, we used a more temporally rigorous research design in which data were collected in three stages, with a two-month time interval separating Stages 1 and 2, and Stages 2 and 3. On the basis of the time-lagged and multi-source data from 199 employees and their supervisors, Study 2 produced the same results as Study 1. We discuss the implications of these results for future research and practice.     

Moderators of the Relationship Between Leadership Style and Employee Creativity: The Role of Task Novelty and Personal Initiative

Transformational leadership is supposed to enhance employees' creativity. However, results of meta-analytic research on the relationships between transformational leadership and creativity fell short of expectations. In addition, the coefficients showed a huge variability. In this study, it was argued that relevant task and employee characteristics have been neglected in previous research. The benefit of transformational leadership may be limited in a context with routine tasks. Therefore, the moderating effects of task novelty and personal initiative on the relationship between transformational and transactional leadership and creativity were examined. In an experimental setting, 241 undergraduate students were instructed to act like a trainee of a management consulting company and to generate ideas. The results largely supported the hypotheses. Transformational leadership led to higher creativity than transactional leadership, and high task novelty produced higher creativity than low task novelty. As predicted, the effect of transformational leadership on creativity was stronger when task novelty was high than when task novelty was low. Moreover, the effect of transformational leadership was higher when persons were high in personal initiative than when they were low in personal initiative, indicating that the influence of transformational leadership depends on task and follower characteristics. Implications for practice and future research are discussed.