Leadership behaviors and group creativity in Chinese organizations: The role of group processes

被引：205
作者：
Zhang, Ann Yan [1 ]
Tsui, Anne S. [2 ,4 ,5 ,6 ]
Wang, Duan Xu [3 ]
机构：
[1] Peking Univ, Dept Psychol, Beijing 100871, Peoples R China
[2] Arizona State Univ, WP Carey Sch Business, Tempe, AZ 85278 USA
[3] Zhejiang Univ, Sch Management, Hangzhou 310058, Zhejiang, Peoples R China
[4] Peking Univ, Guanghua Sch Management, Beijing 100871, Peoples R China
[5] Fudan Univ, Sch Management, Shanghai 200433, Peoples R China
[6] Shanghai Jiao Tong Univ, Antai Coll Econ & Management, Shanghai 200052, Peoples R China
来源：
LEADERSHIP QUARTERLY | 2011年 / 22卷 / 05期
基金：
中国国家自然科学基金;
关键词：
Leadership; Group creativity; Group process; Collective efficacy; Knowledge sharing; China; TRANSFORMATIONAL LEADERSHIP; EMPLOYEE CREATIVITY; SELF-EFFICACY; ABUSIVE SUPERVISION; CONTEXTUAL FACTORS; TASK-PERFORMANCE; TEAM INNOVATION; MODERATING ROLE; MEDIATING ROLE; GROUP POTENCY;
D O I：
10.1016/j.leaqua.2011.07.007
中图分类号：
B849 [应用心理学];
学科分类号：
040203 ;
摘要：
In seeking to understand the factors contributing to work group creativity in Chinese organizations, we explored the roles of two different leadership styles (transformational and authoritarian) that Chinese leaders play in group creativity through influencing internal group processes, i.e., collective efficacy and knowledge sharing among group members. We tested our hypotheses with a sample of 163 work groups involving 973 employees in twelve Chinese companies. We found transformational leadership to relate positively but authoritarian leadership to relate negatively to group creativity, mediated by both collective efficacy and knowledge sharing among members within the group. We discuss the implications of these findings for research on group leadership, group creativity and cross-cultural management. (C) 2011 Elsevier Inc. All rights reserved.
引用
收藏
页码：851 / 862
页数：12
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