Transformational leadership, leader support, and employee creativity
Leadership & Organization Development Journal
ISSN: 0143-7739
Article publication date: 28 September 2011
Abstract
Purpose
This study aims to examine the moderating role played by leaders' task and relations support in the relationship between transformational leadership and followers' level of creativity.
Design/methodology/approach
A sample of 182 supervisor‐subordinate dyads was randomly collected and returned from a restaurant, hotel, retail store, bank, and travel agent of Hong Kong.
Findings
Results indicated that the positive relationship between transformational leadership and followers' creativity is stronger when there is a high degree of leaders' task and relations support.
Research lismitations/implications
This study extends the leadership literature to better understand the effects of transformational leadership on employees' level of creativity are contingent on the nature of leaders' support. Sample size is a possible limitation.
Practical implications
Intensive training can be provided to supervisors or personality test can be used to screen for selected individuals who are high caliber for being a potential transformational leader.
Originality/value
An empirical examination of how leaders' task and relations support can strengthen the positive link between transformational leadership and employees' level of creativity that previously have been overlooked.
Keywords
Citation
Cheung, M.F.Y. and Wong, C. (2011), "Transformational leadership, leader support, and employee creativity", Leadership & Organization Development Journal, Vol. 32 No. 7, pp. 656-672. https://doi.org/10.1108/01437731111169988
Publisher
:Emerald Group Publishing Limited
Copyright © 2011, Emerald Group Publishing Limited