Transformational leadership and employee creativity: The mediating role of promotion focus and creative process engagement

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Henker, Nils, Sonnentag, Sabine and Unger, Dana ORCID: https://orcid.org/0000-0003-2628-8914 (2015) Transformational leadership and employee creativity: The mediating role of promotion focus and creative process engagement. Journal of Business and Psychology, 30 (2). pp. 235-247. ISSN 0889-3268

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Abstract

Purpose: The paper aims at investigating the processes underlying the relationship between transformational leadership and employee creativity. We hypothesized that promotion focus mediates the relationship between transformational leadership and employee creativity and that creative process engagement mediates the relationship between promotion focus and employee creativity. Design/Methodology/Approach: We conducted a three-wave longitudinal study with 279 employees and used a path-modeling approach to test our hypotheses. Findings: Our results provide support for a sequential mediation model. Promotion focus mediated the relationship between transformational leadership and employee creativity. Creative process engagement partially mediated the relationship between promotion focus and employee creativity. Implications: Findings of this study help to understand how transformational leadership fosters creativity by highlighting the role of promotion focus and creative process engagement. Understanding the relationship between transformational leadership and creativity helps supervisors to create a work environment that fosters employee creativity. Originality/Value: This study contributes to the literature by identifying the mediating mechanism for the relationship between transformational leadership and employee creativity and providing a comprehensive model that illustrates the importance of the different stages within the creative process as antecedents of employee creativity.

Item Type: Article
Uncontrolled Keywords: transformational leadership,creativity,regulatory focus theory,creative process engagement
Faculty \ School: Faculty of Social Sciences > Norwich Business School
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Depositing User: Pure Connector
Date Deposited: 29 Jun 2017 08:29
Last Modified: 02 Aug 2023 20:30
URI: https://ueaeprints.uea.ac.uk/id/eprint/63956
DOI: 10.1007/s10869-014-9348-7

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