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Examining Relationships between Transformational Leadership and Employee Creative Performance: The Moderator Effects of Organizational Culture
Author(s) -
Golden John H.,
Shriner Michael
Publication year - 2019
Publication title -
the journal of creative behavior
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.896
H-Index - 55
eISSN - 2162-6057
pISSN - 0022-0175
DOI - 10.1002/jocb.216
Subject(s) - transformational leadership , moderation , organizational culture , psychology , social psychology , leadership style , public relations , political science
Abstract This study examined whether organizational culture moderates relationships between transformational leadership ( TFL ) and employee self‐rated creative performance ( CP ). A convenience sample of 147 working professionals from 109 Fortune 500 organizations participated in the study by completing measures of their organizations’ cultures, their managers’ leadership styles, and their own CP , as well as relevant control measures. Adhocracy culture type moderated the relationship between levels of TFL and CP . Consequently, market culture type was a non‐significant moderator for predicting TFL – CP relationships. Both adhocracy and market culture types were non‐significant mediators of TFL on CP . The theoretical model in this study provides an important extension of TFL and organizational culture theories and a greater understanding of how adhocracy culture interacts with TFL to influence employee CP . This study also provides researchers and practitioners with a better comprehension of how to achieve higher levels of CP given the interaction between TFL and adhocracy culture.