Working with creative leaders: Exploring the relationship between supervisors' and subordinates' creativity

被引：95
作者：
Koseoglu, Gamze [1 ]
Liu, Yi [2 ]
Shalley, Christina E. [3 ]
机构：
[1] Univ Melbourne, Fac Business & Econ, Dept Management & Mkt, 200 Leicester St, Carlton, Vic 3053, Australia
[2] Trinity Univ, Sch Business, One Trinity Pl, San Antonio, TX 78212 USA
[3] Georgia Inst Technol, Scheller Coll Business, 800 West Peachtree St NW, Atlanta, GA 30308 USA
来源：
LEADERSHIP QUARTERLY | 2017年 / 28卷 / 06期
关键词：
Employee creativity; Supervisor creativity; Creative role identity; Organizational support for creativity; EMPLOYEE CREATIVITY; TRANSFORMATIONAL LEADERSHIP; PROACTIVE PERSONALITY; SOCIAL-PSYCHOLOGY; IDENTITY THEORY; MEDIATING ROLE; SELF-EFFICACY; FOLLOWER; BEHAVIOR; PERFORMANCE;
D O I：
10.1016/j.leaqua.2017.03.002
中图分类号：
B849 [应用心理学];
学科分类号：
040203 ;
摘要：
We propose that supervisors' own level of creativity is a core component of effective leadership that can be associated with subordinates' self-concept and creativity. Specifically, drawing on the identity theory framework, and role identity theory in particular, we argue that subordinates' creative role identity is an important underlying mechanism in the relationship between supervisors' level of creativity and their subordinates' creativity. Using a sample of 443 employees working with 44 supervisors in an IT firm, we hypothesized and found support for a moderated mediation model. There was a positive indirect relationship between supervisors' creativity and their subordinates' creativity via the subordinates' creative role identity, and this indirect relationship was stronger when employees perceived higher levels of organizational support for creativity. (C) 2017 Elsevier Inc. All rights reserved.
引用
收藏
页码：798 / 811
页数：14
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