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Different roles of shared and vertical leadership in promoting team creativity: Cultivating and synthesizing team members’ individual creativity
Author(s) -
He Wei,
Hao Po,
Huang Xu,
Long LiRong,
Hiller Nathan J.,
Li ShaoLong
Publication year - 2019
Publication title -
personnel psychology
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 6.076
H-Index - 142
eISSN - 1744-6570
pISSN - 0031-5826
DOI - 10.1111/peps.12321
Subject(s) - creativity , psychology , transformational leadership , social psychology , shared leadership , leadership style , applied psychology
Drawing on the componential model of creativity (Amabile), we examined how shared leadership and a formally appointed leader's transformational leadership jointly cultivate team creativity in two studies. We conducted an experiment with a sample of 109 undergraduate students (32 teams) enrolled in a business plan competition (Study 1) and a field survey based on multisource, time‐lagged data collected from 251 full‐time employees working on 64 research and development teams (Study 2). The results from both studies revealed that shared leadership enhanced team members’ individual creative self‐efficacy and individual creativity, which in turn improved team creativity. Moreover, the results from Study 2 showed that a formally appointed leader's use of different transformational leadership behaviors had different impacts on individual and team creativity. Individual‐focused transformational leadership strengthened the positive effect of shared leadership on team members’ average individual creativity, whereas group‐focused transformational leadership facilitated the translation of teams with high average individual creativity into teams with high levels of team creativity. The theoretical and practical implications of the findings are discussed.