2.2.0 Linking Leadership to Employee Creativity: A Study of Indian R&D Laboratories
2.2.1 Reference
Gupta, V., Singh, S., Kumar, S., and Bhattacharya, A. (2012) ‘Linking Leadership to Employee Creativity: A Study of Indian R&D Laboratories’, The Indian Journal of Industrial Relations, vol. 48, no. 1, pp. 120-136.
2.2.2 Research Question
How do leader behaviors promote individual employee creativity?
2.2.3 Methodology
The first part of the study was about in-depth interviews in five public R&D labs located in five different Indian cities. The interviewees’ responses (n=52) specified several supervisory behaviors on employee creativity. The second part extended the transformational leadership (Bass, 1985) and charismatic leadership (Conger …show more content…
(2012) ‘Effects of Leadership Style, Creativity Technique and Personal Initiative on Employee Creativity’, British Journal of Management, vol. 25, no. 2, pp. 209-227.
2.3.2 Research Question
How do leadership styles and more specific behavior (provocation and creativity techniques) stimulate follower’s creativity?
2.3.3 Methodology
The participants (n=186) of an experimental session were undergraduate students from a German university. Approximately 65% are women. They were randomly assigned to 53 groups, which were led by a confederate leader, and they were asked to act like a trainee generating ideas to increase customer satisfaction in a company. Specifically, this study based on a 2 (Transformational vs Transactional Leadership) x 2 (Provocation Technique vs Brainwriting) factorial design. The result was measured by leadership condition, personal initiative, quantitative creativity, and qualitative …show more content…
The average team size was ranging from 3 to 10, and their average team tenure was about five years. The survey’s measurement was fivefold. Carmeli and Schaubroeck’s (2007) eight-item scale to assess subordinates’ Creative Efficacy. The MLQ Form 5X, to evaluate supervisors’ Transformational Leadership, contains measures of charismatic attributes and behavior, inspiration, individual consideration, and intellectual stimulation. Measuring Cognitive Team Diversity by using Vegt’s and Janssen’s (2003) finding. The scales employed by Zhou and George (2001) were used to assess subordinates’ Individual Creativity. And the survey included several control variables in the statistical
2.2.1 Reference
Gupta, V., Singh, S., Kumar, S., and Bhattacharya, A. (2012) ‘Linking Leadership to Employee Creativity: A Study of Indian R&D Laboratories’, The Indian Journal of Industrial Relations, vol. 48, no. 1, pp. 120-136.
2.2.2 Research Question
How do leader behaviors promote individual employee creativity?
2.2.3 Methodology
The first part of the study was about in-depth interviews in five public R&D labs located in five different Indian cities. The interviewees’ responses (n=52) specified several supervisory behaviors on employee creativity. The second part extended the transformational leadership (Bass, 1985) and charismatic leadership (Conger …show more content…
(2012) ‘Effects of Leadership Style, Creativity Technique and Personal Initiative on Employee Creativity’, British Journal of Management, vol. 25, no. 2, pp. 209-227.
2.3.2 Research Question
How do leadership styles and more specific behavior (provocation and creativity techniques) stimulate follower’s creativity?
2.3.3 Methodology
The participants (n=186) of an experimental session were undergraduate students from a German university. Approximately 65% are women. They were randomly assigned to 53 groups, which were led by a confederate leader, and they were asked to act like a trainee generating ideas to increase customer satisfaction in a company. Specifically, this study based on a 2 (Transformational vs Transactional Leadership) x 2 (Provocation Technique vs Brainwriting) factorial design. The result was measured by leadership condition, personal initiative, quantitative creativity, and qualitative …show more content…
The average team size was ranging from 3 to 10, and their average team tenure was about five years. The survey’s measurement was fivefold. Carmeli and Schaubroeck’s (2007) eight-item scale to assess subordinates’ Creative Efficacy. The MLQ Form 5X, to evaluate supervisors’ Transformational Leadership, contains measures of charismatic attributes and behavior, inspiration, individual consideration, and intellectual stimulation. Measuring Cognitive Team Diversity by using Vegt’s and Janssen’s (2003) finding. The scales employed by Zhou and George (2001) were used to assess subordinates’ Individual Creativity. And the survey included several control variables in the statistical