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A Double-edged Sword : Transformational Leadership and Individual Creativity

A Double-edged Sword : Transformational Leadership and Individual Creativity

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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. Available under: doi: 10.1111/j.1467-8551.2011.00786.x

@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 A Double-edged Sword : Transformational Leadership and Individual Creativity terms-of-use Eisenbeiß, Silke Astrid eng 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. Boerner, Sabine British Journal of Management ; 24 (2013), 1. - S. 54-68

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