Relationship Between Leadership Styles and Organizational Creativity

• Autorzy: Katarzyna Bratnicka
• Języki publikacji: EN

Abstrakty

EN

Purpose: Empirical research on entrepreneurship in organizations has brought disparate and often contradictory evidence related to the impact of leadership on creativity in organizations. The purpose of this paper is to explore and discuss the impact of different leadership styles on creativity, with the view to formulating an integrated conceptual model that links creative novelty and creative practicality with leadership.

Methodology: The author applied the methodology of meta-theoretical review. In accordance with the principles of theoretical bricolage, a new conceptual model was built on the basis of the multidimensional creativity theory and the leadership theory. In her analysis, the author took into account leadership styles that have already been subject to research; each of them was mapped in the two-dimensional space of organizational creativity.

Findings: In order to fully understand the reasons for differences in organizational creativity, the drivers of divergences in the space of creative novelty and creative practicality need to be clarified. Greater knowledge about the impact of leadership styles on the structure and configuration of organizational creativity is necessary. In this paper, the author provides a theoretical framework that illustrates manners in which leadership influences organizational creativity. The model clarifies the role that leadership plays in shaping a unique configuration of organizational creativity, and consequently in ensuring the necessary internal adaptation of an organization.

Originality: The value of this research lies in the situational interpretation of various leadership styles in the context of their impact on organizational creativity. The analysis goes beyond the conventional discussion about leadership and creativity, focused on establishing whether a given leadership style proves beneficial or not for organizational creativity. The paper identifies particular effects that several key leadership styles have on organizational creativity; they are depicted in a new theoretical framework. (original abstract)

Słowa kluczowe

EN

Corporate culture; Creativity in management; Managerial competencies; Management decision; Organizational creativity

PL

Kultura organizacji; Kreatywność w zarządzaniu; Kompetencje kierownicze; Decyzje kierownicze; Twórczość organizacyjna

• Czasopismo: Management and Business Administration. Central Europe
• Rocznik: 2015
• Tom: 23
• Numer: nr 1
• Strony: 69--78

Twórcy

autor

Katarzyna Bratnicka

• University of Economics in Katowice, Poland

Bibliografia

• Akinlade, D., Liden, R.C. and El-Akremi, A. (2011). Leader-member-exchange and creativity: The role of creative self-efficacy and power distance. Paper presented at the annual conference of the Academy of Management, San Antonio.
• Bratnicka, K. (2011). Rola przywództwa w stymulowaniu twórczości w organizacjach. Organizacja i Kierowanie, 4: 129-140.
• Bratnicka, K. and Laska, K. (2014). Twórcze przywództwo: Konceptualizacja konstruktu (paper prepared on Letnia Szkoła Zarządzania).
• Bratnicka, K. (2013). Understanding the organizational creativity through the lens of a dynamic capability framework. In: Managing to make a difference. Liverpool: British Academy of Management.
• Carter, S.M. and Greer, C.R. (2013). Strategic leadership: Values, styles, and organizational performance. Journal of Leadership & Organizational Studies, 20: 375-393, http://dx.doi.org/10.1177/1548051812471724.
• Choi, J.N., Anderson, T.A. and Veillette, A. (2009). Contextual inhibitors of employee creativity in organizations. The insulating role of creative ability. Group & Organization Management, 34: 330-357.
• Gong, Y., Huang, J.C. and Farh, J.L. (2009). Employee learning orientation, transformational leadership and employee creativity: The mediating role of employee creative self-efficacy. Academy of Management Journal, 52: 765-778, http://dx.doi.org/10.5465/AMJ.2009.43670890.
• Judge, T.A. and Piccolo, R.F. (2004). Transformational and transactional leadership: A meta - analytic test of their relative validity. Journal of Applied Psychology, 89: 755-768, http://dx.doi.org/10.1037/0021-9010.89.5.755.
• Hemlin, S. and Olson, L. (2011). Creativity - stimulating leadership: A critical incident study of leaders influence on creativity in research groups. Creativity and Innovation Management, 20: 49-58, http://dx.doi.org/10.1111/j.1467-8691.2010.00585.x.
• Houghton, J.D. and Di Liello, T.C. (2010). Leadership development: The key to unlocking individual creativity in organizations. Leadership & Organization Development Journal, 31: 230-245, http://dx.doi.org/10.1108/01437731011039343.
• Khazanchi, S. and Masterson, S.S. (2011). Who and what is fair matters: A multi-foci social exchange model of creativity. Journal of Organizational Behaviour, 32: 86-106, http://dx.doi.org/10.1002/job.682.
• Kollmann, T., Stöckmann, C., Krell, P. and Buchwald, S. (2011). Integrating dependency and empowerment into the transformational leadership-creativity relationship. Paper presented at the annual conference of the Academy of Management, San Francisco.
• Koźmiński, A.K. (2013). Ograniczone przywództwo. Studium empiryczne. Warszawa: Poltext.
• McMahon, S.R. and Ford, C.M. (2011). Heuristic transfer in the relationship between leadership and employee creativity. Paper presented at the annual conference of the Academy of Management, San Antonio.
• Mesdaghinia, S., Atwater, L.E. and Keller, R.T. (2010). How leadership style affects performance of distant followers in creative and non-creative tasks? Paper presented at the annual conference of the Academy of Management, Montreal.
• Nieckarz, Z. (2009). Styl zarządzania a twórcze zachowania pracowników. In: S. Popek, R.E. Bernacka, C.W. Domański, B. Gawda, D. Turska and A.M. Zawadzka (eds.), Psychologia twórczości. Nowe horyzonty. Lublin: UMCS.
• Puccio, G.J., Mance, M. and Murdock, M.C. (2011). Creative leadership. Skills that drive change. Thousand Oaks: Sage.
• Qu, R., Janssen, O. and Shi, K. (2010). Transformational leadership and follower creativity: The mediating role of follower identification. Paper presented at the annual conference of the Academy of Management, Montreal.
• Shin, S.J., Kim. T-J., Lee, J-Y. and Bian, L. (2012). Cognitive team diversity and individual team member creativity: A cross level interaction. Academy of Management Journal, 55: 197-212.
• Shin, S.J. and Zhou, J. (2003). Transformational leadership: Conservation, and creativity: Evidence from Korea. Academy of Management Journal, 46: 703-714.
• Sijborn, R.B.L., Janssen, O. and Van Yperen, N.W. (2011). Leaders' achievement goals and employee creativity: How to get new ideas into the mind. Paper presented at the annual conference of the Academy of Management, San Antonio.
• Wang, A.C. and Cheng, B-S. (2010). When does benevolent leadership lead to creativity? The moderating role of creative role identity and job autonomy. Journal of Organizational Behavior, 31: 106-121, http://dx.doi.org/10.1002/job.634.
• Wang, P. and Rode, J.C. (2010). Transformational leadership and follower creativity: The moderating effects of identification with leader and organizational climate. Human Relations, 63: 1105-1128.
• Wu, C., McMullen, J.S., Nubert, M.J. and Yi, X. (2008). The influence of leader regulatory focus on employee creativity. Journal of Business Venturing, 23: 587-602, http://dx.doi.org/10.1016/j.jbusvent.2007.09.005.
• Yoshida, D., Hirst, G., Sendjaya, S., Cooper, B., Bingyi, Y. and Xu, C. (2011). A common recipe for creativity and innovation: Servant leadership, social identity, and team climate. Paper presented at the annual conference of the Academy of Management, San Antonio.
• Yukl, G. (2012). Leadership in organizations. Upper Saddle River: Prentice-Hall.
• Zhang, X. and Bartol, K.M. (2010). Linking empowering leadership and employee creativity: The influence of psychological empowerment, intrinsic motivation and creative process engagement. Academy of Management Journal, 53: 107-128, http://dx.doi.org/10.5465/AMJ.2010.48037118.

Identyfikatory

DOI

10.7206/mba.ce.2084-3356.134