Transformational leadership and follower creativity: The moderating effects of identification with leader and organizational climate

By Peng Wang, Joseph Rode. 2010

380 citations recorded by the source corpus.

Subfields: Demography, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/cc58b7592ceefea495abd219063b20b326beec4a

How researchers see this paper

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

In Demography

In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

Workplace spirituality and organizational commitment: an integrative model (2011, background): “2003), innovative climate (Wang and Rode 2010), procedural justice climate and service climate (Walumbwa et al.”
Transformational Leadership, Transactional Leadership, and Employee Creativity in Entrepreneurial Firms (2018, background): “Empirical evidence of the relationship between transformational leadership and employee creativity is mixed, including positive (Gong, Huang, & Farh, 2009; Shin & Zhou, 2003), negative (Basu & Green, 1997), and nonsignificant direct relationships (Wang & Rode, 2010).”
Examining the effects of environmentally-specific servant leadership on green work outcomes among hotel employees: the mediating role of climate for green creativity (2021, background): “In an environment where there are sufficient resources, support and rewards for novel ideas, (Wang & Rode, 2010), employees will be more likely to engage in innovative behaviors.”
A comparison of self-ratings and non-self-report measures of employee creativity (2012, background): “It is also important to note here that, while several studies have documented interaction effects of predictors on creativity (George and Zhou, 2002, 2007; Shalley et al., 2009; Wang and Rode, 2010), we focus on main effects but not on interaction effects among correlates of creativity.”
Leading innovation: Empirical evidence for ambidextrous leadership from UK high-tech SMEs (2020, background): “More so as previous studies which identified mediators between leadership and employee innovation behaviors have focused mainly on characteristics of the employee such as creative self-efficacy (Gong, Huang and Farh, 2009), identification with the leader (Wang and Rode, 2010) and creative identity (”
The Relationship Between Ethical Leadership and Unethical Pro-Organizational Behavior: Linear or Curvilinear Effects? (2012, background): “However, recent studies have broadened the categorization to include their relational identity i.e. the personal relationships an individual has with other organizational members including their immediate supervisor (Kark et al. 2003; Sluss and Ashforth 2007; Wang and Rode 2010).”
A Critical Assessment of Charismatic—Transformational Leadership Research: Back to the Drawing Board? (2013, background): “…De Hoogh et al. (2004), Ling, Simsek, Lubatkin, and Veiga (2008b) Identification Follower identification Wieseke et al. (2009) Leader creativity Wang and Rode (2010) Behavior OCB Extra effort Sosik (2005) Trust Identification Commitment Huges and Avey (2009) Job satisfaction Huges and…”
The effects of core self‐evaluations and transformational leadership on organizational commitment (2012, background): “Research has increasingly shown that transformational leadership is positively related to a wide variety of outcomes including performance, job satisfaction, motivation, morality, empowerment, organizational commitment, creativity, and innovative behavior (Barling et al., 1996; Bass, 1985; Dumdum et”