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Leadership, creativity and innovation: a meta-analytic review
journal contribution
posted on 2020-01-02, 00:00 authored by A Lee, A Legood, D Hughes, A W Tian, Alexander Newman, C Knight© 2019, © 2019 Informa UK Limited, trading as Taylor & Francis Group. 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.
History
Journal
European Journal of Work and Organizational PsychologyVolume
29Issue
1Pagination
1 - 36Publisher
Taylor & FrancisLocation
London, Eng.Publisher DOI
ISSN
1359-432XeISSN
1464-0643Language
engPublication classification
C Journal article; C1 Refereed article in a scholarly journalUsage metrics
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No categories selectedKeywords
LeadershipcreativityinnovationLMXempowermentSocial SciencesPsychology, AppliedManagementPsychologyBusiness & EconomicsRESEARCH-AND-DEVELOPMENTMEMBER EXCHANGE LMXTRANSFORMATIONAL LEADERSHIPEMPLOYEE CREATIVITYABUSIVE SUPERVISIONEMPOWERING LEADERSHIPPATERNALISTIC LEADERSHIPAUTHENTIC LEADERSHIPMEDIATING ROLETRANSACTIONAL LEADERSHIP
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