Leadership behaviors and group creativity in Chinese organizations: The role of group processes |
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| Authors: | Ann Yan Zhang Anne S. Tsui Duan Xu Wang |
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| Affiliation: | aThe Department of Psychology, Peking University, Beijing, 100871, China;bW. P. Carey School of Business, Arizona State University, Tempe, AZ 85278, USA;cSchool of Management, Zhejiang University, Zhejiang, 310058, China;dGuanghua School of Management, Peking University, Beijing, 100871, China;eSchool of Management, Fudan University, Shanghai, 200433, China;fAntai College of Economics & Management, Shanghai Jiao Tong University, Shanghai, 200052, China |
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| Abstract: | In seeking to understand the factors contributing to work group creativity in Chinese organizations, we explored the roles of two different leadership styles (transformational and authoritarian) that Chinese leaders play in group creativity through influencing internal group processes, i.e., collective efficacy and knowledge sharing among group members. We tested our hypotheses with a sample of 163 work groups involving 973 employees in twelve Chinese companies. We found transformational leadership to relate positively but authoritarian leadership to relate negatively to group creativity, mediated by both collective efficacy and knowledge sharing among members within the group. We discuss the implications of these findings for research on group leadership, group creativity and cross-cultural management. |
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| Keywords: | Leadership Group creativity Group process Collective efficacy Knowledge sharing China |
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