رهبری تحول گرا و خلاقیت کارکنان
ترجمه نشده

رهبری تحول گرا و خلاقیت کارکنان

عنوان فارسی مقاله: تاثیرات رهبری تحول گرا بر خلاقیت کارکنان: نقش تعدیل کننده انگیزه ذاتی
عنوان انگلیسی مقاله: The effects of transformational leadership on employee creativity: Moderating role of intrinsic motivation
مجله/کنفرانس: بررسی مدیریت آسیا و اقیانوس آرام – Asia Pacific Management Review
رشته های تحصیلی مرتبط: مدیریت
گرایش های تحصیلی مرتبط: مدیریت کسب و کار، مدیریت تحول
کلمات کلیدی فارسی: رهبری تحول گرا، خلاقیت کارکنان، نوآوری سازمانی و انگیزه ذاتی
کلمات کلیدی انگلیسی: Transformational leadership، Employee creativity، Organizational innovation and intrinsic motivation
نوع نگارش مقاله: مقاله پژوهشی (Research Article)
نمایه: Scopus – Master Journals List
شناسه دیجیتال (DOI): https://doi.org/10.1016/j.apmrv.2019.12.002
دانشگاه: Center for Trans-Himalaya Studies, Leshan Normal University, Leshan, China
ناشر: الزویر - Elsevier
نوع ارائه مقاله: ژورنال
نوع مقاله: ISI
سال انتشار مقاله: 2020
ایمپکت فاکتور: 1.673 در سال 2019
شاخص H_index: 11 در سال 2020
شاخص SJR: 0.463 در سال 2019
شناسه ISSN: ۱۰۲۹-۳۱۳۲
شاخص Quartile (چارک): Q2 در سال 2019
فرمت مقاله انگلیسی: PDF
تعداد صفحات مقاله انگلیسی: 11
وضعیت ترجمه: ترجمه نشده است
قیمت مقاله انگلیسی: رایگان
آیا این مقاله بیس است: بله
آیا این مقاله مدل مفهومی دارد: دارد
آیا این مقاله پرسشنامه دارد: ندارد
آیا این مقاله متغیر دارد: دارد
کد محصول: E14650
رفرنس: دارای رفرنس در داخل متن و انتهای مقاله
فهرست انگلیسی مطالب

Abstract


۱٫ Introduction


۲٫ Theoretical framework and hypotheses development


۳٫ Research methodology


۴٫ Results


۵٫ Discussion and implications of the study


۶٫ Conclusion


۷٫ Limitation and future research


References

نمونه متن انگلیسی مقاله

Abstract


This research aimed to investigate effect of transformational leadership (TL) in stimulating employee creativity (EC) leading to organizational innovation (OI) and assess the moderating role of Intrinsic Motivation (IM) between TL and EC. The data was collected from 164 supervisor-employee dyads of 31 Pakistani software firms. A three-step approach to SEM was applied to examine mediator and moderator variables. The findings indicate that the Idealized Influence, Intellectual Stimulation, and Inspirational Motivation have a great influence on OI and EC but Individual Consideration was not found to be significantly related to OI and EC. The findings further proved the positive and significant moderating effect of IM for TL and EC. Thus, through TL style, EC can be promoted with the interactive effect of IM by inspiring employees to think out of the box leading to innovation in the organization. This paper attempts to contribute to the current literature by developing moderating role of IM. Furthermore, we have also examined how each dimension of TL is affecting EC, and OI, further some interesting discoveries are also made which other studies have not done before.


Introduction


Today the organizations are functioning in a very vibrant environment with rapid development of technology, requiring organizations to bring creativity and innovation to products & services. A considerable amount of literature has emphasized the significance of employee creativity for innovation (Ouakouak & Ouedraogo, 2017; Liu, Liao, & Loi, 2012; Shalley, Gilson, & Blum, 2009; Yoshida, Sendjaya, Hirst, & Cooper, 2014). Because stimulating individual creativity is a vital element for firms to remain competitive and survive in the market. Various organizations are also constantly looking for different ways to inspire their employees to work creatively and develop innovative ideas (Gu, Tang, & Wan, 2015; Liu et al., 2012; Walton, 2003). Consequently, many researchers are interested to understand the dynamics of employee creativity, especially, to recognize the factors that develop or inhibit creativity within organizations (De Alencar & De Bruno-Faria, 1997; Zhou & Shalley, 2008). The leadership is considered one of the significant factors that affect creative behavior of employees and organizational innovation (Oldham & Cummings, 1996). Moreover, “Leadership has been put forth as a key driver of organizational innovation” (Prasad & Junni, 2016, p. 1542). The transformational leadership style has received extensive popularity as compared with other styles of leadership among leadership researchers (Khalili, 2016; Mittal & Dhar, 2015; Schaubroeck et al., 2012; Shin & Zhou, 2003; Wang & Rode, 2010; Wang, Rode, Shi, Luo, & Chen, 2013), due to its different approaches to motivate creativity of employees as compared with other styles of leadership (Gupta, Singh, Kumar, & Bhattacharya, 2012; ReiterPalmon & Illies, 2004).

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