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

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    Wei He224844.pdf (572.5Kb)
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    Accepted Manuscript (AM)
    Author(s)
    He, W
    Hao, P
    Huang, X
    Long, LR
    Hiller, NJ
    Li, SL
    Griffith University Author(s)
    Huang, Xu
    Year published
    2020
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    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, ...
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    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.
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    Journal Title
    Personnel Psychology
    DOI
    https://doi.org/10.1111/peps.12321
    Copyright Statement
    © 2019 WILEY-VCH Verlag GmbH & Co. KGaA, Weinheim. This is the peer reviewed version of the following article: Different roles of shared and vertical leadership in promoting team creativity: Cultivating and synthesizing team members’ individual creativity, Advanced Healthcare Materials, AOV, which has been published in final form at https://doi.org/10.1111/peps.12321. This article may be used for non-commercial purposes in accordance with Wiley Terms and Conditions for Self-Archiving (http://olabout.wiley.com/WileyCDA/Section/id-828039.html)
    Note
    This publication has been entered into Griffith Research Online as an Advanced Online Version.
    Subject
    Applied and developmental psychology
    Psychology
    Publication URI
    http://hdl.handle.net/10072/385873
    Collection
    • Journal articles

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