A Double-edged Sword : Transformational Leadership and Individual Creativity

Zitieren

Dateien zu dieser Ressource

Prüfsumme: MD5:c0ff3e544c09bdd6e6d2b83b3181e412

EISENBEISS, Silke Astrid, Sabine BOERNER, 2013. A Double-edged Sword : Transformational Leadership and Individual Creativity. In: British Journal of Management. 24(1), pp. 54-68. ISSN 1045-3172. eISSN 1467-8551

@article{Eisenbei2013Doubl-25123, title={A Double-edged Sword : Transformational Leadership and Individual Creativity}, year={2013}, doi={10.1111/j.1467-8551.2011.00786.x}, number={1}, volume={24}, issn={1045-3172}, journal={British Journal of Management}, pages={54--68}, author={Eisenbeiß, Silke Astrid and Boerner, Sabine} }

2014-03-31T22:25:10Z Eisenbeiß, Silke Astrid 2013-11-13T09:04:31Z deposit-license A Double-edged Sword : Transformational Leadership and Individual Creativity eng Eisenbeiß, Silke Astrid 2013 Boerner, Sabine Leadership research has focused on the positive effects of transformational and charismatic leadership but has neglected the negative side effects. Addressing this gap, we analyzed followers' dependency on the leader as a relevant negative side effect in the relationship between transformational leadership and followers' creativity and developed an integrative framework on parallel positive and negative effects of transformational leadership. As expected, results from a study with 416 R&D employees showed that transformational leadership promotes followers' creativity but at the same time increases followers' dependency which in turn reduces their creativity. This negative indirect effect attenuated the positive influence of transformational leadership on followers' creativity. British Journal of Management ; 24 (2013), 1. - S. 54-68 Boerner, Sabine

Dateiabrufe seit 01.10.2014 (Informationen über die Zugriffsstatistik)

Eisenbeiss_251236.pdf 2558

Das Dokument erscheint in:

KOPS Suche


Stöbern

Mein Benutzerkonto