2009年11月11日 星期三

A social identity perspective on leadership and employee creativity

Journal of Organizational BehaviorJ. Organiz. Behav. 30, 963–982 (2009)

by GILES HIRST, ROLF VAN DICK, & DAAN VAN KNIPPENBERG

This research uses a social identity analysis to predict employee creativity. We hypothesizedthat team identification leads to greater employee creative performance, mediated by theindividual’s creative effort. We hypothesized that leader inspirational motivation as well asleader team prototypicality would moderate the relationship between identification andcreative effort. Consistent with these predictions, data based on 115 matched pairs ofemployee-leader ratings in a research and development context showed an indirect relationshipbetween team identification and creative performance mediated by creative effort. Theanalyses also confirmed the expected moderated relationships. Leader inspirational motivationenhanced the positive association between identification and creative effort, especially whenleader prototypicality was high. We discuss the value of social identity analyses of employeecreativity and of the integration of social identity and transformational leadership analyses

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