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Effects of Leadership Style, Creativity Technique and Personal Initiative on Employee Creativity

机译:领导风格,创造技巧和个人主动性对员工创造力的影响

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摘要

Transformational leadership is assumed to enhance employees' creativity. However, results of meta-analytic research on the relations between transformational leadership and creativity have fallen short of expectations. The authors argue that, besides leader-ship style, the creativity technique that a leader employs is an important means of stimulating employees' creativity. In addition, it is assumed that leadership styles and creativity techniques may have different effects, depending on the measure of creativity output (quantitative vs qualitative). Therefore, in an experimental setting, the effects of different creativity techniques (provocation technique vs brainwriting) and leadership styles (transformational vs transactional) on both quantitative and qualitative creativity were examined. Results showed that transformational leadership and provocation technique led to higher levels of qualitative creativity than transactional leadership and brainwriting, respectively. Conversely, transactional leadership and brainwriting were more effective for quantitative creativity. The additional benefit of the provocation technique in qualitative creativity was found to be higher in the transactional leadership condition than in the transformational leadership condition. Moreover, personal initiative made a significant and independent contribution to both qualitative and quantitative creativity. Implications for practice and future research are discussed.
机译:变革型领导被认为可以增强员工的创造力。但是,关于变革型领导与创造力之间关系的荟萃分析研究结果未达预期。作者认为,除了领导风格之外,领导者采用的创造力技巧是激发员工创造力的重要手段。另外,假设领导风格和创造力技巧可能会产生不同的影响,这取决于创造力产出的量度(定量与定性)。因此,在实验环境中,研究了不同的创造力技术(挑衅技术与头脑写作)和领导风格(变革性与交易性)对定量和定性创造力的影响。结果表明,变革型领导和挑衅技术分别导致的创造力水平高于交易型领导和头脑写作。相反,交易型领导和脑力写作对于定量创造力更有效。发现在交易型领导条件下,挑衅技术在定性创造力方面的额外好处要高于在变革型领导条件下。此外,个人的主动性对定性和定量创造力都做出了重大而独立的贡献。讨论了对实践和未来研究的意义。

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