Transformational leadership and follower creativity: The mediating role of follower relational identification and the moderating role of leader creativity expectations |
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| Institution: | 1. School of Management, University of Chinese Academy of Sciences, Building No. 7, Zhongguancun East Road No. 80, Beijing 100190, China;2. Faculty of Economics and Business, University of Groningen, Postbus 800, 9700 AV Groningen, The Netherlands;1. Silberman College of Business, Fairleigh Dickinson University, Madison, NJ 07940, United States;2. Durham University Business School, Mill Hill Lane, Durham DH1 3LB, UK;1. School of Labor and Human Resources, Renmin University of China, Beijing 100872, China;2. Department of Psychology, Renmin University of China, Beijing 100872, China;1. School of Labor and Employment Relations, The Pennsylvania State University, University Park, PA 16802, USA;2. Marketing Department, Strathclyde Business School, University of Strathclyde, Glasgow, Scotland G4 0QU, UK;3. Smeal College of Business, The Pennsylvania State University, University Park, PA 16802, USA;4. Department of Management, The Hong Kong University of Science and Technology, Clear Water Bay, Kowloon, Hong Kong, China;5. Coventry Business School, Coventry University, Coventry, U.K.;1. Department of Management, College of Business and Economics, California State University, Los Angeles, United States;2. Center for Leadership Studies, School of Management, State University of New York, Binghamton, United States;3. Institute of Human Resource Management, National Sun Yat-Sen University, Taiwan;4. Department of Psychology, National Taiwan University, Taipei, Taiwan;1. Indiana University Purdue University Indianapolis, United States;2. Indiana University, United States |
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| Abstract: | We examined follower relational identification with the leader as a mediator and follower perceptions of leader creativity expectations as a moderator in the relationship between transformational leadership and follower creativity. Using a sample of 420 leader–follower dyads from an energy company in mainland China, we found that follower relational identification with the leader mediates the transformational leadership–follower creativity relationship, and this mediating relationship is conditional on the moderator variable of follower perceptions of leader creativity expectations for the path from follower relational identification to follower creativity. These results contribute to the literature by clarifying why (through relational identification) and when (high creativity expectations set by the leader) transformational leadership is positively related to follower creativity. |
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