Authentic leadership, creativity, and innovation
A multilevel perspective
Bibliographic Data
| ID | 12883282 |
|---|---|
| Authors | Matej Černe (0000-0001-5049-588X, BI Norwegian Business School), Marko Jaklič (Centre of Excellence for Biosensors, Instrumentation and Process Control), Miha Škerlavaj (0000-0002-1977-9283, BI Norwegian Business School, corresponding author) |
| Year | 2013 |
| Volume | 9 |
| Issue | 1 |
| Pages | 63-85 |
| Publication date | 2013-02-01 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Leadership (JOURNAL) |
| Journal identifiers | ISSN: 1742-7150 • E-ISSN: 1742-7169 |
| Publisher | SAGE Publishing (PUBLISHER • US) |
| DOI | 10.1177/1742715012455130 |
| OpenAlex | W2323244286 |
| Language | EN |
| Citations received | 25 |
| References cited | 70 |
This study aims to propose and empirically test a multilevel model of cross-level interactions between authentic leadership and innovation at the team level, and perception of support for innovation and creativity at the individual level. We use data from 23 team leaders and 289 team members in a Slovenian manufacturing and processing firm engaged in producing innovative products and customer solutions and conduct a multilevel analysis using hierarchical linear modelling (HLM). The results indicate that whereas perceived team leaders’ authentic leadership directly influences team members’ individual creativity and team innovation, the impact of self-ascribed team leaders’ authentic leadership was not significant. In addition to that, the relationship between team leaders’ authenticity and creativity is mediated by perception of support for innovation. Using a multilevel approach, this is the first study to our knowledge to quantitatively examine the relationship between authentic leadership and creativity and innovation. In addition, unlike previous research on related topics that relied solely on one source of information, we examine authentic leadership with empirical data gathered from both team leaders and their employees
Authentic leadership · Creativity · Knowledge management · Multilevel model · Perception · Perspective (graphical · Team composition · Computer Science · Creativity in Education and Neuroscience · Job Satisfaction and Organizational Behavior · Organizational Leadership and Management Strategies · Psychology · Social Psychology
Creativity dimensions of individual and group with the moderating role of guidance
Servant leadership
Transformational leadership, innovation climate, creative self-efficacy and employee creativity
The Effect of Authentic Leadership on Employee Performance
A multilevel study of authentic leadership, collective efficacy, and team performance and commitment
Learning climate and innovative creative performance
Healing With Authenticity
How editors and publishers perceive their leadership behavior in Chilean and Spanish newsrooms. An approach from transformational leadership
Creativity and innovation
Power and Sample Size Determination for Multilevel Mediation in Three-Level Cluster-Randomized Trials
Can ethical leaders enhance their followers’ creativity
How Authentic Leadership Promotes Individual Creativity
Fueling the Creative Spark
Adaptation versus authenticity
The Road to the Future
Authentic Leadership and Service Innovative Behavior
A Conceptual Model of Learning Agility and Authentic Leadership Development
Authentic leadership, psychological capital, acceptance of change, and innovative work behaviour in non‐profit organisations
Team Innovation
Authentic Leadership and Employees’ Innovative Behaviour
Authentic leadership, employees’ job satisfaction, and work engagement
Determinants of organizational innovation
Can innovative behavior be led by management? A study from the lodging business
ChatGPT appropriation
Authentic Leadership Questionnaire
Multilevel Analysis
An Examination of Leadership and Employee Creativity
Putting Creativity to Work
Target Article
Maximizing Cross-Functional New Product Teams' Innovativeness and Constraint Adherence
Creativity, Intelligence, and Personality
Assessing the Work Environment for Creativity.
There's No Place Like Home? The Contributions of Work and Nonwork Creativity Support to Employees' Creative Performance.
What Do Proactive People Do? A Longitudinal Model Linking Proactive Personality and Career Success
Determinants of Innovative Behavior
When Job Dissatisfaction Leads to Creativity
Interactive Effects of Growth Need Strength, Work Context, and Job Complexity On Self-Reported Creative Performance
Sparkling Fountains or Stagnant Ponds
Toward a Theory of Organizational Creativity
Multilevel Theorizing about Creativity in Organizations
When the presence of creative coworkers is related to creativity
Employee Creativity
Transformational leadership, creativity, and organizational innovation
A Theory of Individual Creative Action in Multiple Social Domains
Authentic Leadership
Common method biases in behavioral research
Hierarchical linear models
Emotional labor and leadership
The impossibility of the ‘true self’ of authentic leadership
Authentic Leadership and Positive Psychological Capital
Bullying
Promoting Authentic Behavior in Organizations
The “point” of positive organizational behavior
A call for longitudinal research in positive organizational behavior
Retracted
Asymptotic Confidence Intervals for Indirect Effects in Structural Equation Models
The social psychology of creativity
A Primer on Multilevel Modeling
| Unique citing works | 25 |
|---|---|
| Citations per year | 2,08 |
| Citation span | 2014 - 2026 (13) |
| Citation velocity | current |
| Highly cited | No |
| Citation types | Neutral: 24 |