Transformational and transactional leaderships, empowerment climate, and innovation performance: A multilevel analysis in the Chinese context

By Steven Si, Feng Wei. 2012

109 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/1fcfa5b2b63b872c6fdc6b968712086274357dec

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Management Science and Operations Research

1. Bilal Bin Saeed
2. Bilal Afsar
3. O. Epitropaki
4. R. Kark
5. C. Mainemelis

In Organizational Behavior and Human Resource Management

1. R. Kark
2. O. Epitropaki
3. C. Mainemelis
4. Yuosre F. Badir
5. Xifang Ma
6. Bilal Bin Saeed
7. Shakir Hafeez
8. Bilal Afsar

In Strategy and Management

1. O. Epitropaki
2. Xifang Ma
3. Bilal Bin Saeed
4. Yuosre F. Badir
5. Bilal Afsar
6. Wan Jiang
7. R. Kark
8. C. Mainemelis

Citations in the corpus

• Motivational mechanisms of employee creativity: A meta-analytic examination and theoretical extension of the creativity literature (2016, unknown): “O rganizational Behavior and H um an D ecision Processes (2016),http://dx.doi.org/10.1016/j.obhdp.2016.08.001 Appendix A (continued) Sample CR measure N CRb IMc CSEc PMc JAc OPc JCc COc SLc EMc Zhang and Bartol (2010) Non-self 367 .91 .66/.82 .64/.86 Zhang, Fan, and Yu (2014) Self 334 .85 .59/.84 Zh”
• Transformational Leadership, Transactional Leadership, and Employee Creativity in Entrepreneurial Firms (2018, background): “For instance, Si and Wei (2012) Feng found a negative relationship between transactional leadership and employee creativity.”
• Creativity and Control: A Paradox. Evidence from the Levers of Control Framework (2017, unknown): “For example, Shalley et al. (2004) and Si and Wei (2012) conclude that leaders who emphasize leadership through control are associated with less empowerment and less creative output.”
• Transformational and transactional leadership and employee’s entrepreneurial behavior in knowledge–intensive industries (2017, background): “…leaders avert risks, do not challenge the status quo quite often, operate within specified boundaries, concentrate on operational efficiency and effectiveness, prefer time constraints, and maintain control through mutual exchange value systems of performance against expectations (Si & Wei, 2012).”
• Creative Leadership: A Multi-Context Conceptualization† (2015, background): “A multi-level study in a large multinational company based in China showed that transformational leadership was positively related to subordinates’ creative performance, and transactional leadership was negatively related to subordinates’ creative performance (Si & Wei, 2012).”