Leading for creativity: The role of unconventional leader behavior

By Kimberly S. Jaussi, Shelley D. Dionne. 2003

412 citations recorded by the source corpus.

Subfields: Experimental and Cognitive Psychology, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/3ccf9e83882cf87cdefe0e969e02328781ad368c

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In Experimental and Cognitive Psychology

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Transformational leadership, leader support, and employee creativity (2011, background): “) rather than suggest the contrary ( Jaussi and Dionne, 2003”
Transformational and transactional leadership and innovative behavior : The moderating role of psychological empowerment (2009, background): “On the other hand, other studies in laboratory settings found no relationship between transformational leadership and follower creativity (Jaussi & Dionne, 2003) or found followers with transformational leaders to generate less original ideas than followers with transactional leaders (Kahai et al.,…”
Does Entrepreneurial Leadership Foster Creativity Among Employees and Teams? The Mediating Role of Creative Efficacy Beliefs (2019, background): “Specifically, entrepreneurial leaders serve as role models for employees (Jaussi and Dionne 2003; Renko 2017).”
Leveraging transformational and transactional leadership to cultivate the generation of organization-focused ideas (2015, background): “…leadership has a positive effect on organization-focused idea generation or related creative behaviors (e.g., Howell & Avolio, 1993; Jung, Chow, & Wu, 2003), other studies show it to have no effect or even a negative effects (e.g., Basu & Green, 1997; Jaussi & Dionne, 2003; Krause, 2004).”
Shedding light on followers' innovation implementation behavior (2010, background): “Many studies have demonstrated a link between transformational leadership, innovation and change processes such as creativity ( Jaussi and Dionne, 2003”
What Is Wrong With Treating Followers Differently? The Basis of Leader–Member Exchange Differentiation Matters (2018, background): “For instance, empirical studies have shown that leader behaviors promoting personal attraction, such as leader fairness, impression management, and transformational leadership, will give rise to group cohesion (Bass, Avolio, Jung, & Berson, 2003; Jaussi & Dionne, 2003; Rozell & Gundersen, 2003).”
Creative Leadership: A Multi-Context Conceptualization† (2015, background): “Jaussi and Dionne (2003) found that non-conventional leadership behaviors, which were manipulated in an experiment as playful behaviors (e.g. standing on furniture and hanging ideas on clotheslines) significantly interacted with follower perceptions of the leader as a role model for creativity…”
Hope and positive affect mediating the authentic leadership and creativity relationship (2014, background): “…(Zhang & Bartol, 2010), benevolent leadership (Wang & Cheng, 2010), close monitoring (Zhou, 2003), developmental feedback (Zhou, 2003), supportive supervision (Oldham & Cummings, 1996), unconventional leader behavior (Jaussi & Dionne, 2003), and noncontrolling supervision (Oldham& Cummings, 1996).”
The Impact of Goal Orientation on the Association between Leadership Style and Follower Performance, Creativity and Work Attitudes (2007, background): “Specifically, this tendency promotes creativity in employees whose peers are also creative and unconventional (see Jaussi and Dionne, 2003).”
A 25-year perspective on levels of analysis in leadership research (2014, positive): “…leadership research aswell (Berson & Avolio, 2004; Chun, Yammarino, Dionne, Sosik, & Moon, 2009; Dansereau, 1995; Hofmann, Morgeson, & Gerras, 2003; Jaussi & Dionne, 2003; Jung, 2001; Kark, Shamir, & Chen, 2003; Kim & Yukl, 1995; Markham, 2010, 2012; Schriesheim, Neider, & Scandura, 1998;…”
Integrating Knowledge Activities for Team Innovation: Effects of Transformational Leadership (2018, background): “Thus, the ability of such leadership to develop members’ confidence in and bond with their group is conducive to leveraging individual knowledge bases to take on challenging tasks (Jaussi & Dionne, 2003).”
Employee learning orientation, transformational leadership, and employee creativity: the mediating role of employee creative self-efficacy (2009, background): “Prior studies have not clearly offered these suggestions because they either did not include transformational leadership (Tierney & Farmer, 2002, 2004) or did not examine creative self-efficacy as a mediator (Jaussi & Dionne, 2003; Shin & Zhou, 2003).”