Transformational and Transactional Leadership and Their Effects on Creativity in Groups

By D. Jung. 2001

591 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/7897c9819193750cf3c676d0087315c8b4c2cabd

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In Experimental and Cognitive Psychology

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

The role of transformational leadership in enhancing organizational innovation: Hypotheses and some preliminary findings (2003, background): “Although understanding individual employees’ creativity and creative work processes is worthwhile, a more important concern for organizations is how to mobilize creativity among employees for the development and production of novel, socially valued products and/or services (Mumford & Gustafson,…”
The Effect of Regulatory Focus on Idea Generation and Idea Evaluation (2011, background): “The study by Lam and Chiu (2002) as well as Higgins et al.”
Leadership and creativity: Understanding leadership from a creative problem-solving perspective (2004, background): “Much of the research on brainstorming suggests that group idea generation is not better than nominal groups (that is, combining the responses of individuals working alone) and in some cases may be worse (Jung, 2001; Kurtzberg & Amabile, 2001; Paulus & Paulus, 1997).”
The influence of transformational leadership and organizational identification on intrapreneurship (2011, background): “Therefore, followers are extrinsically motivated to perform their job, which may hold creativity or innovation at the minimal level (Jung 2001).”
Leveraging transformational and transactional leadership to cultivate the generation of organization-focused ideas (2015, background): “Leaders play such an important role because they both set the goals for followers and motivate them—influencing the manner in which followers approach and accomplish those goals (Jung, 2001; Redmond, Mumford, & Teach, 1993).”
Leadership and Public Service Motivation in U.S. Federal Agencies (2008, background): “Organizational leaders must strive to maximize the performance and job satisfaction of their subordinates in order to achieve organizational goals (e.g., see Yukl 2002; Zacharatos, Barling, and Kelloway 2000; Jung 2001).”
Linking leadership styles to work engagement: The role of psychological capital among Chinese knowledge workers (2018, background): “…leadership is a more proactive leadership and is more likely to help in a high-level leader-member exchange and thus has a greater effect on employees’ work attitude and behavior (Avolio et al., 2004; Bass et al., 1996; Dai et al., 2013; Judge and Piccolo, 2004; Jung, 2001; Lian and Tui, 2012).”
Advanced Research in the Field of Transformational Leadership (2004, background): “Further emphasis on the relevance of transformational leadership has been provided by a number of experimental studies that have been conducted recently (Awamleh/Gardner 1999; Barling/Weber/Kelloway 1996; Howell/Frost 1989; Jung 2000; Kirkpatrick/Locke 1996; Shea/Howell 1999; Sosik/ Kahai/ Avolio 19”
Effects of leadership and leader‐member exchange on innovativeness (2008, background): “) but they do not exert active efforts to enhance followers' innovativeness ( Jung, 2001”
Leadership effects on innovation propensity: A two-factor full range leadership model (2013, background): “Transactional leaders prefer to monitor actively the performance of followers due to the performance basis of contingent rewards (Jung, 2001).”
A 25-year perspective on levels of analysis in leadership research (2014, unknown): “…(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; Schriesheim et al., 1995, 2000,…”
Transformational leadership and team innovation: integrating team climate principles. (2008, background): “Whereas the relationship with innovation is a major theme in conceptual analyses of transformational leadership (e.g., Bass, 1985; Bass & Riggio, 2006; Tichy & Devanna, 1986), empirical studies examining the relationship between transformational leadership and team innovation or team creativity as a”
The Impact of Goal Orientation on the Association between Leadership Style and Follower Performance, Creativity and Work Attitudes (2007, background): “In addition, transformational leadership has been shown to promote creativity and innovation in teams and individuals (e.g. Jung, 2001; Keller, 1992; Shin and Zhou, 2003; Sosik, 1997; Sosik et al., 1998).”