Different roles of shared and vertical leadership in promoting team creativity: Cultivating and synthesizing team members’ individual creativity

Wei He, Po Hao, Xu HUANG, Li Rong Long*, Nathan J. Hiller, Shao Long Li

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

7 Citations (Scopus)

Abstract

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.

Original languageEnglish
Pages (from-to)199-225
Number of pages27
JournalPersonnel Psychology
Volume73
Issue number1
DOIs
Publication statusPublished - 1 Mar 2020

Scopus Subject Areas

  • Applied Psychology
  • Organizational Behavior and Human Resource Management

User-Defined Keywords

  • group-focused transformational leadership
  • individual-focused transformational leadership
  • shared leadership
  • team creativity

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