Mediating Role of Creative Identity in the Influence of Transformational Leadership on Creativity: Is There a Multilevel Effect?

By Peng Wang, Weichun Zhu. 2011

91 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/f4271377926a3cea169909442b7fca2d914466e2

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In Experimental and Cognitive Psychology

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Ethical leadership, trust in leader and creativity: The mediated mechanism and an interacting effect (2018, unknown): “While employees’ creativity decreases with leadership controlling behavior (Tierney & Farmer, 2002, 2004; Jung, Chow, & Wu, 2003; Wang & Zhu, 2011; McMahon & Ford, 2013).”
Impact of ethical leadership on creativity: the role of psychological empowerment (2017, unknown): “…between controlling/authoritative leadership and employee creativity (Amabile, Schatzel, Moneta, & Kramer, 2004; Amundsen & Martinsen, 2015; Bryant, 2003; Gupta & Singh, 2015; Jung, Chow, & Wu, 2003; McMahon & Ford, 2012; Shin & Zhou, 2003; Tierney & Farmer, 2002, 2004; Wang & Zhu, 2011).”
Transactional leadership and organizational creativity: Examining the mediating role of knowledge sharing behavior (2017, background): “…been investigated in transactional leadership or context; while a number of studies have been conducted about the broader theories of leadership, such as transformational leadership theory, democratic, charismatic etc. (Shin & Zhou, 2003; Wang & Zhu, 2011) or little isolated behaviors of leaders.”
Transformational Leadership and Employee Creativity: The Mediating Role of Promotion Focus and Creative Process Engagement (2014, background): “Moreover, transformational leaders strengthen the creative self-concept of their employees (Wang and Zhu 2011).”
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 (”
Leadership, creativity, and innovation: A critical review and practical recommendations (2018, background): “Further, a number of papers, even when published in top-tier journals, discussed creativity but used scales that purport to assess innovation (e.g., Neubert, Kacmar, Carlson, Chonko, & Roberts, 2008; Zhang, Tsui, & Wang, 2011) and vice versa (e.g., Zhu et al., 2013).”
A Critical Assessment of Charismatic—Transformational Leadership Research: Back to the Drawing Board? (2013, background): “…mediators identified in research in charismatic–transformational leadership could plausibly apply equally to all outcomes (Boerner, Eisenbeiss, & Griesser, 2007; Kark, Shamir, & Chen, 2003; Liu, Zhu, & Yang, 2010b) and across all levels of analysis (Wang & Zhu, 2011; cf. Klein & Kozlowski, 2000).”