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组织越来越重视和追求创新,领导也需要更多创造力来面对日益复杂的决策环境。本研究提出“创造型领导力”来描述工作情境中领导通过发挥自己的创造力来影响下属和组织的行为或表现,并探讨了创造型领导力对下属创造力的影响。研究一使用三个独立样本开发了创造型领导力的量表,验证性因子分析确定了创造型领导力表现的两个维度:“创造型的工作者”和“创造型的管理者”。研究二通过244份领导—下属的配对问卷检验了创造型领导力对下属创造力的影响。研究发现,创造型领导力可以通过下属的创造性自我效能和领导认同影响创造力;下属的创造力目标设定能够调节创造性自我效能和领导认同对创造力的影响。最后,本文讨论了研究的理论和实践意义。
As organizations place increasing emphasis on and pursuing innovation, leaders also need more creativity to face the increasingly complex decision-making environment. This study proposes “creative leadership ” to describe the leadership in the work environment by exerting their own creativity to influence the behavior or performance of subordinates and organizations, and explores the impact of creative leadership on subordinate creativity. Study One developed a scale of creative leadership using three separate samples. Confirmatory factor analysis identified two dimensions of creative leadership performance: the “creative worker” and the “creative manager ”. Study Two examines the impact of creative leadership on subordinates’ creativity through 244 leader-affiliated matching questionnaires. The research found that creative leadership can influence creativity through the subordinate’s creative self-efficacy and leadership recognition. The subordinate creative goal setting can regulate the creative influence of creative self-efficacy and leadership recognition. Finally, this article discusses the theoretical and practical significance of the study.