Leadership, creativity and innovation: a meta-analytic review
This paper reports the most comprehensive meta-analytic examination of the relationship between leadership and both followers’ creative and innovative performance. Specifically, we examined 13 leadership variables (transformational, transactional, ethical, humble, leader-member exchange, benevolent,...
| Main Authors: | , , , , , |
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| Format: | Journal Article |
| Language: | English |
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ROUTLEDGE JOURNALS, TAYLOR & FRANCIS LTD
2019
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| Subjects: | |
| Online Access: | http://hdl.handle.net/20.500.11937/76393 |
| _version_ | 1848763680335855616 |
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| author | Lee, A. Legood, A. Hughes, D. Tian, Amy Newman, A. Knight, Caroline |
| author_facet | Lee, A. Legood, A. Hughes, D. Tian, Amy Newman, A. Knight, Caroline |
| author_sort | Lee, A. |
| building | Curtin Institutional Repository |
| collection | Online Access |
| description | This paper reports the most comprehensive meta-analytic examination of the relationship between leadership and both followers’ creative and innovative performance. Specifically, we examined 13 leadership variables (transformational, transactional, ethical, humble, leader-member exchange, benevolent, authoritarian, entrepreneurial, authentic, servant, empowering, supportive, and destructive) using data from 266 studies. In addition to providing robustly estimated correlations, we explore two theoretically and pragmatically important issues: the relative importance of the different leadership constructs and moderators of the relationship between leadership and employee creativity and innovation. Regrading creative performance, authentic, empowering, and entrepreneurial leadership demonstrated the strongest relationships. For innovative performance, both transactional (contingent reward) and supportive leadership appear particularly relevant. The current study synthesizes an important, burgeoning, diverse body of research, and in doing so, generates nuanced evidence that can be used to guide theoretical advancements, improved research designs, and up-to-date policy recommendations regarding leading for creativity, and innovation. |
| first_indexed | 2025-11-14T11:07:18Z |
| format | Journal Article |
| id | curtin-20.500.11937-76393 |
| institution | Curtin University Malaysia |
| institution_category | Local University |
| language | English |
| last_indexed | 2025-11-14T11:07:18Z |
| publishDate | 2019 |
| publisher | ROUTLEDGE JOURNALS, TAYLOR & FRANCIS LTD |
| recordtype | eprints |
| repository_type | Digital Repository |
| spelling | curtin-20.500.11937-763932020-09-18T05:06:57Z Leadership, creativity and innovation: a meta-analytic review Lee, A. Legood, A. Hughes, D. Tian, Amy Newman, A. Knight, Caroline Social Sciences Psychology, Applied Management Psychology Business & Economics Leadership creativity innovation LMX empowerment RESEARCH-AND-DEVELOPMENT MEMBER EXCHANGE LMX TRANSFORMATIONAL LEADERSHIP EMPLOYEE CREATIVITY ABUSIVE SUPERVISION EMPOWERING LEADERSHIP PATERNALISTIC LEADERSHIP AUTHENTIC LEADERSHIP MEDIATING ROLE TRANSACTIONAL LEADERSHIP This paper reports the most comprehensive meta-analytic examination of the relationship between leadership and both followers’ creative and innovative performance. Specifically, we examined 13 leadership variables (transformational, transactional, ethical, humble, leader-member exchange, benevolent, authoritarian, entrepreneurial, authentic, servant, empowering, supportive, and destructive) using data from 266 studies. In addition to providing robustly estimated correlations, we explore two theoretically and pragmatically important issues: the relative importance of the different leadership constructs and moderators of the relationship between leadership and employee creativity and innovation. Regrading creative performance, authentic, empowering, and entrepreneurial leadership demonstrated the strongest relationships. For innovative performance, both transactional (contingent reward) and supportive leadership appear particularly relevant. The current study synthesizes an important, burgeoning, diverse body of research, and in doing so, generates nuanced evidence that can be used to guide theoretical advancements, improved research designs, and up-to-date policy recommendations regarding leading for creativity, and innovation. 2019 Journal Article http://hdl.handle.net/20.500.11937/76393 10.1080/1359432X.2019.1661837 English ROUTLEDGE JOURNALS, TAYLOR & FRANCIS LTD fulltext |
| spellingShingle | Social Sciences Psychology, Applied Management Psychology Business & Economics Leadership creativity innovation LMX empowerment RESEARCH-AND-DEVELOPMENT MEMBER EXCHANGE LMX TRANSFORMATIONAL LEADERSHIP EMPLOYEE CREATIVITY ABUSIVE SUPERVISION EMPOWERING LEADERSHIP PATERNALISTIC LEADERSHIP AUTHENTIC LEADERSHIP MEDIATING ROLE TRANSACTIONAL LEADERSHIP Lee, A. Legood, A. Hughes, D. Tian, Amy Newman, A. Knight, Caroline Leadership, creativity and innovation: a meta-analytic review |
| title | Leadership, creativity and innovation: a meta-analytic review |
| title_full | Leadership, creativity and innovation: a meta-analytic review |
| title_fullStr | Leadership, creativity and innovation: a meta-analytic review |
| title_full_unstemmed | Leadership, creativity and innovation: a meta-analytic review |
| title_short | Leadership, creativity and innovation: a meta-analytic review |
| title_sort | leadership, creativity and innovation: a meta-analytic review |
| topic | Social Sciences Psychology, Applied Management Psychology Business & Economics Leadership creativity innovation LMX empowerment RESEARCH-AND-DEVELOPMENT MEMBER EXCHANGE LMX TRANSFORMATIONAL LEADERSHIP EMPLOYEE CREATIVITY ABUSIVE SUPERVISION EMPOWERING LEADERSHIP PATERNALISTIC LEADERSHIP AUTHENTIC LEADERSHIP MEDIATING ROLE TRANSACTIONAL LEADERSHIP |
| url | http://hdl.handle.net/20.500.11937/76393 |