Transformational Leadership, Creativity, and Organizational Innovation

By Lale Gumusluoglu, Arzu Ilsev. 2009

1,512 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/6b04e81e839479b071ac934f9636eafe37869c91

How researchers see this paper

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

In Clinical Psychology

1. Thomas W. H. Ng
2. D. Feldman
3. S.-C. Ren
4. Hao Zhao
5. H. Tayyeb
6. R. Dhar
7. Barbara Grah
8. Ceren Aydoğmuş

In Experimental and Cognitive Psychology

1. R. Dhar
2. Matej Cerne
3. Thomas W. H. Ng
4. D. Feldman
5. Hoa Do
6. Charmi Patel
7. P. Budhwar
8. Deog-Ro Lee

In Organizational Behavior and Human Resource Management

1. Thomas W. H. Ng
2. D. van Knippenberg
3. D. Feldman
4. R. Dhar
5. Nai‐Wen Chi
6. Matej Cerne
7. A. Pieterse
8. R. Speklé

Citations in the corpus

• LEADERSHIP AND INNOVATION IN ORGANIZATIONS: A SYSTEMATIC REVIEW OF FACTORS THAT MEDIATE OR MODERATE THE RELATIONSHIP (2012, background): “Furthermore, when creativity is the criterion variable, psychological empowerment has been shown to mediate between transformational leadership (Gumusluoğlu and Ilsev, 2009b) empowering leadership (Zhang and Bartol, 2010), and individual creativity.”
• Linking transformational leadership and employee creativity in the hospitality industry: the influences of creative role identity, creative self-efficacy, and job complexity. (2014, background): “The transformational leadership style can thus provide employees with useful feedback, encourage them to make additional efforts to achieve novel solutions, and boost their intrinsic motivation to think creatively (Gumusluoglu & Ilsev, 2009; Shin & Zhou, 2003; Sosik et al., 1997).”
• Creativity and Control: A Paradox. Evidence from the Levers of Control Framework (2017, background): “these arguments as many find that employees are more creative when they feel more empowered and perceive that they have a choice in how best to perform their assigned duties and tasks (Shin and Zhou 2003; Alge et al. 2006; Chen and Aryee 2007; Gumusluoglu and Ilsev 2009; Zhang and Bartol 2010; Sun e”
• The impact of ethical leadership on organizational citizenship behavior: The moderating role of workplace ostracism (2017, background): “The leader steers the organizational climate, and leadership itself is an important antecedent of that climate (Gumusluoglu and Ilsev, 2009).”
• Innovative behaviour: how much transformational leadership do you need? (2018, positive): “Based on findings that high levels of transformational leadership are associated with innovative behaviour, researchers have argued that high levels of transformational leadership inspire employees to go beyond expected performance levels (e.g., Gumusluoğlu and Ilsev, 2009; Jung and Wickrama, 2008).”
• Organizational culture, innovation, and performance: A test of Schein's model (2014, background): “Given the complex and dynamic conditions in which organizations compete today, the need for organizations to innovate continually has never been greater (Gumusluoglu & Ilsev, 2009; Tellis et al., 2009).”