From transformational leadership to creative performance: The psychological processes of being creative
Date Issued
2004
Date
2004
Author(s)
Wang, An-Chih
DOI
zh-TW
Abstract
Although there are many researchers pointing out that contextual factors like leadership are related to employee creativity, the psychological process between those factors and creative performance is rarely mentioned in the literature. Sampling from 190 employees and their supervisors through 10 companies in Taiwan, the result showed that transformational leadership was positively related to employees’ perceived creative climates in work environments and also their core self-evaluations, thereby formed their creative self-efficacies, which could positively influence their output level of creative performance. Furthermore, it was also found that job complexity moderated the relationship between creative self-efficacy and creative performance. Related implications of these results for research and practice are discussed.
Subjects
核心自我評價
轉型式領導
工作複雜性
創造性績效
創造性自我效能
創新氣候知覺
transformational leadership
perceived creative climates
core self-evaluation
job complexity
creative self-efficacy
creative performance
Type
other
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ntu-93-R91227004-1.pdf
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