Leader–member exchange, feelings of energy, and involvement in creative work

By Leanne Atwater, Abraham Carmeli. 2009

505 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/6bc6e5faf406d0fcb938638bd4de0010a5dfd044

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Citations in the corpus

When Family Supportive Supervisors Meet Employees’ Need for Caring: Implications for Work–Family Enrichment and Thriving (2018, methodology): “Vitality was measured on an eight-item scale developed by Atwater and Carmeli (2009).”
Leadership, Creative Problem-Solving Capacity, and Creative Performance: The Importance of Knowledge Sharing (2013, background): “Studies have shown that supportive leadership can facilitate employee creativity by creating the psychological conditions, cultivating quality relational exchanges and inducing positive energy, and providing constructive feedback (Atwater & Carmeli, 2009; Carmeli et al., 2010; George & Zhou, 2001).”
Impact of ethical leadership on creativity: the role of psychological empowerment (2017, result): “The above results are aligned with the preceding studies which found that perception of positive leadership can significantly influence and encourage employees to bind in creative work (Atwater & Carmeli, 2009; Ma et al., 2013).”
Pathways for Positive Identity Construction at Work: Four Types of Positive Identity and the Building of Social Resources (2010, background): “…with desirable outcomes, such as better physical and psychological health (Heaphy & Dutton, 2008; Ryff & Singer, 2001), greater job involvement (Chiaburu & Harrison, 2008), more creativity (Atwater & Carmeli, 2009), and better coordination and performance in interdependent work (Gittell, 2003).”
Affective Commitment, Participative Leadership, and Employee Innovation: A Multilevel Investigation (2019, background): “Moreover, our study also answers recent calls to examine the ways leaders contribute to crafting a context for creativity and innovation (Atwater & Carmeli, 2009).”
I can do it, so can you: The role of leader creative self-efficacy in facilitating follower creativity (2016, result): “…be noted that this effect was positive and significant (see the main effects model with creativity as an outcome), which replicates findings obtained in the previous studies that examined this main effect (Atwater & Carmeli, 2009; Joo et al., 2013; Khazanchi & Masterson, 2011; Liao et al., 2010).”
Leaders' responses to creative deviance: Differential effects on subsequent creative deviance and creative performance (2016, background): “…by providing employees with autonomy, sufficient resources and constructive feedback, and by boosting their intrinsic motivation and positive moods (Amabile et al., 1996, 2004; Atwater & Carmeli, 2009; Madjar et al., 2002; Mumford, Scott, Gaddis, & Strange, 2002; Oldham & Cummings, 1996).”