- Environment——creativity
Given increasingly turbulent environments, heightened competition, and unpredictable techno- logical change, more and more managers are com- ing to realize that they should encourage their employees to be creative (Shalley & Gilson, 2004). - creativity——performance
Considerable evidence indicates that employee cre- ativity can fundamentally contribute to organiza- tional innovation, effectiveness, and survival (Am- abile, 1996; Shalley, Zhou, & Oldham, 2004). - Innovation——creativity
Innovative behavior is a multi-stage process of problem recognition, generation of ideas or solutions, building support for ideas, and idea implementation (cf. Kanter, 1988; Scott & Bruce, 1994). Creativity (i.e., the production of novel and useful ideas; Amabile, 1988) is thus an important part of innovative behavior. Besides being influenced by knowledge, skills, and abilities (Amabile, 1983b; Barron & Harrington, 1981), innovative behavior has been argued to be largely a motivational issue (Amabile,1988） - Transformation leadership——innovation
Bass (1985) theorized that transformational leaders, in contrast to transactional leaders, are more innovative, have more novel ideas, and can bring about major changes. Transformational leadership has been argued to center on the processes of transformation and change (Bass & Riggio, 2006). Transformational leaders are proposed to stimulate follower innovative behavior through expressing an inspiring vision, stimulating followers to question the status quo, and allowing individual development and growth (Basu & Green, 1997). Moreover, transformational leadership has been argued to entail aligning followers’ needs and desires with the interests of the organization (Bass, 1999), which may also promote going the extra mile needed for innovative behavior.
Recent research found a positive relationship between transformational leadership and organizational innovation (Gumusluoglu & Ilsev, 2009; Jung, Chow, & Wu, 2003; Jung, Wu, & Chow, 2008).
Studies indirectly pointing to a positive relationship between transformational leadership and follower innovative behavior have found transformational leadership to be related to increased performance quality of R&D teams (Keller, 1992; Waldman & Atwater, 1994), - Transactional leadership
Transactional leadership is also a higher-order construct comprising the components contingent reward (i.e., clarifying what the follower should do in order to be rewarded) and management-by-exception (i.e., monitoring performance and taking corrective action when problems arise; Avolio, Bass, & Jung, 1999; Bass, 1985, 1999; Yukl, 1999). - Transactional leadership——innovation
Transactional leadership can be argued to be negatively related to innovative behavior because it is focused more on in-role performance and less on the stimulation of novel activities (which may be particularly detrimental for jobs where innovation is not an explicit part of the job description). Additionally, as transactional leadership clarifies expectations and gives feedback about meeting these expectations, it will indicate the leader’s predilections. The perception of these leader preferences is likely to have some bearing on followers, diverting them from their own innovative endeavors. Moreover, transactional leadership may be perceived as controlling and demotivating, causing less innovative behavior (Deci & Ryan, 1987). - 领导力结论不一致
Leader effectiveness is a dynamic process, where leader behaviors need to fit followers and circumstances in order to be effective (e.g., Reicher, Haslam, & Hopkins, 2005; Shamir, 2007). Such a focus on moderation of the impact of leadership is consistent with the contingency approach in leadership more generally, which provides compelling evidence that leader effectiveness is often dependent on other factors (e.g., task context, follower characteristics; e.g., Fiedler, 1964; House, 1971; van Knippenberg & Hogg, 2003; Yukl, 2002). - Empowerment——creativity
Because empowering leadership involves sharing power with a view toward enhancing em- ployees’ motivation and investment in their work (Kirkman & Rosen, 1997, 1999; Thomas & Velt- house, 1990),
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