A multilevel model of transformational leadership, affect, and creative process behavior in work teams

March L. To; Herman H. M. Tse; Neal M. Ashkanasy

doi:10.1016/j.leaqua.2015.05.005

A multilevel model of transformational leadership, affect, and creative process behavior in work teams

March L. To, Herman H. M. Tse, Neal M. Ashkanasy

Research output: Contribution to journal › Article › peer-review

68 Citations (Scopus)

Abstract

We develop a multilevel model to explain how affect and transformational leadership (TFL) influence team creative process behavior. We theorize, in particular, that a dual-level model of TFL, which incorporates both individual-focused TFL (addressing the individual differences of team members) and group-focused TFL (addressing the team as a whole) underlies affect-creativity relationships. We argue moreover that these effects exist across three conceptual levels: (I) within-person, (2) interpersonal, and (3) group. We conclude with a discussion of the theoretical implications and limitations of our model and suggest potential avenues for future-research. (C) 2015 Elsevier Inc. All rights reserved.

Original language	English
Pages (from-to)	543-556
Number of pages	14
Journal	Leadership Quarterly
Volume	26
Issue number	4
DOIs	https://doi.org/10.1016/j.leaqua.2015.05.005
Publication status	Published - Aug 2015
Externally published	Yes

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10.1016/j.leaqua.2015.05.005

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title = "A multilevel model of transformational leadership, affect, and creative process behavior in work teams",

abstract = "We develop a multilevel model to explain how affect and transformational leadership (TFL) influence team creative process behavior. We theorize, in particular, that a dual-level model of TFL, which incorporates both individual-focused TFL (addressing the individual differences of team members) and group-focused TFL (addressing the team as a whole) underlies affect-creativity relationships. We argue moreover that these effects exist across three conceptual levels: (I) within-person, (2) interpersonal, and (3) group. We conclude with a discussion of the theoretical implications and limitations of our model and suggest potential avenues for future-research. (C) 2015 Elsevier Inc. All rights reserved.",

keywords = "Affect, Creativity, Transformational leadership, Multilevel analysis, MEMBER EXCHANGE, EMPLOYEE CREATIVITY, POSITIVE MOOD, AFFECTIVE EXPERIENCE, SOCIAL IDENTITY, NEGATIVE MOOD, DUAL PATHWAY, PERFORMANCE, EMOTIONS, INNOVATION",

author = "To, {March L.} and Tse, {Herman H. M.} and Ashkanasy, {Neal M.}",

year = "2015",

month = aug,

doi = "10.1016/j.leaqua.2015.05.005",

language = "English",

volume = "26",

pages = "543--556",

journal = "Leadership Quarterly",

issn = "1048-9843",

publisher = "Elsevier",

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TY - JOUR

T1 - A multilevel model of transformational leadership, affect, and creative process behavior in work teams

AU - To, March L.

AU - Tse, Herman H. M.

AU - Ashkanasy, Neal M.

PY - 2015/8

Y1 - 2015/8

N2 - We develop a multilevel model to explain how affect and transformational leadership (TFL) influence team creative process behavior. We theorize, in particular, that a dual-level model of TFL, which incorporates both individual-focused TFL (addressing the individual differences of team members) and group-focused TFL (addressing the team as a whole) underlies affect-creativity relationships. We argue moreover that these effects exist across three conceptual levels: (I) within-person, (2) interpersonal, and (3) group. We conclude with a discussion of the theoretical implications and limitations of our model and suggest potential avenues for future-research. (C) 2015 Elsevier Inc. All rights reserved.

AB - We develop a multilevel model to explain how affect and transformational leadership (TFL) influence team creative process behavior. We theorize, in particular, that a dual-level model of TFL, which incorporates both individual-focused TFL (addressing the individual differences of team members) and group-focused TFL (addressing the team as a whole) underlies affect-creativity relationships. We argue moreover that these effects exist across three conceptual levels: (I) within-person, (2) interpersonal, and (3) group. We conclude with a discussion of the theoretical implications and limitations of our model and suggest potential avenues for future-research. (C) 2015 Elsevier Inc. All rights reserved.

KW - Affect

KW - Creativity

KW - Transformational leadership

KW - Multilevel analysis

KW - MEMBER EXCHANGE

KW - EMPLOYEE CREATIVITY

KW - POSITIVE MOOD

KW - AFFECTIVE EXPERIENCE

KW - SOCIAL IDENTITY

KW - NEGATIVE MOOD

KW - DUAL PATHWAY

KW - PERFORMANCE

KW - EMOTIONS

KW - INNOVATION

U2 - 10.1016/j.leaqua.2015.05.005

DO - 10.1016/j.leaqua.2015.05.005

M3 - Article

SN - 1048-9843

VL - 26

SP - 543

EP - 556

JO - Leadership Quarterly

JF - Leadership Quarterly

IS - 4

ER -

A multilevel model of transformational leadership, affect, and creative process behavior in work teams

Abstract

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