Outline

  • Abstract
  • Keywords
  • 1. Theoretical Background and Hypotheses
  • 1.1. Transformational Leadership and Individual Creativity
  • 1.2. Transformational Leadership and Intrinsic Motivation
  • 1.3. Transformational Leadership and Psychological Empowerment
  • 1.4. Transformational Leadership and Perception of Support for Innovation
  • 1.5. Transformational Leadership and Organizational Innovation
  • 1.6. Individual Creativity and Organizational Innovation
  • 2. Method
  • 2.1. Sample
  • 2.2. Procedure
  • 2.3. Individual-Level Measures
  • 2.3.1. Transformational Leadership
  • 2.3.2. Intrinsic Motivation
  • 2.3.3. Psychological Empowerment
  • 2.3.4. Perception of Support for Innovation
  • 2.3.5. Creativity
  • 2.3.6. Control Variables
  • 2.4. Organizational-Level Measures
  • 2.4.1. Transformational Leadership and Creativity at the Organizational Level
  • 2.4.2. Organizational Innovation
  • 2.4.3. Control Variable
  • 3. Results
  • 3.1. Individual-Level Analysis
  • 3.1.1. Descriptive Statistics
  • 3.1.2. Tests of Individual-Level Hypotheses
  • 3.2. Organizational-Level Analysis
  • 3.2.1. Descriptive Statistics
  • 3.2.2. Tests of Organizational-Level Hypotheses
  • 4. Discussion
  • 4.1. Directions for Future Research
  • 4.2. Implications for Managerial Practice
  • Appendix A. Descriptions and Examples of Innovation Provided to the Leaders
  • Technological Product Innovation
  • References

رئوس مطالب

  • چکیده
  • کلید واژه ها
  • 1.پیشینه نظری و فرضیات
  • 1.1.رهبری تحول آفرین و خلاقیت فردی
  • 2.1. رهبری تحول آفرین و انگیزش درونی
  • 3.1. رهبری تحول آفرین و توانمندی روانی
  • 4.1. رهبری تحول آفرین و ادراک پشتیبانی از نوآوری
  • 5.1. رهبری تحول آفرین و نوآوری سازمانی
  • 6.1. خلاقیت فردی و نوآوری سازمانی
  • 2. روش
  • 1.2. نمونه
  • 2.2. رویه
  • 3.2. معیارهای فردی
  • 1.3.2. رهبری تحول آفرین
  • 2.3.2 انگیزش درونی
  • 3.3.2. توانمندی روانی
  • 4.3.2. ادراک پشتیبانی از نوآوری
  • 5.3.2. خلاقیت
  • 6.3.2. متغیرهای کنترل
  • 4.2. معیارهای سازمانی
  • 1.4.2. رهبری تحول آفرین و خلاقیت در سطح سازمانی
  • 2.4.2. نوآوری سازمانی
  • 3.4.2. متغیر کنترل
  • 3. نتایج
  • 1.3. تحلیل سطح فردی
  • 1.1.3. آمار توصیفی
  • 2.1.3. آزمون فرضیات سطح فردی
  • 2.3. تحلیل سطح سازمانی
  • 1.2.3. آمار توصیفی
  • 2.2.3. آزمون فرضیات سطح سازمانی
  • 4. بحث
  • 1.4. جهت گیری پژوهش های آتی
  • 2.4. دستاوردهای مدیریتی
  • ضمیمه الف. تعاریف و نمونه های ارائه شده از نوآوری برای رهبران
  • نوآوری تکنولوژیکی در محصول

Abstract

This study proposes a model of the impact of transformational leadership both on followers’ creativity at the individual level and on innovation at the organizational level. The model is tested on 163 R&D personnel and managers at 43 micro- and small-sized Turkish software development companies. The results suggest that transformational leadership has important effects on creativity at both the individual and organizational levels. At the individual level, the results of hierarchical linear modeling show that there is a positive relationship between transformational leadership and employees’ creativity. In addition, transformational leadership influences employees’ creativity through psychological empowerment. At the organizational level, the results of regression analysis reveal that transformational leadership positively associates with organizational innovation, which is measured with a market-oriented criterion developed specifically for developing countries and newly developing industries. The implications of the findings along with some potential practical applications are discussed.

Keywords: - - -

Implications for managerial practice

This research is the first to investigate transformational leadership and its effects on creativity and organizational innovation in Turkey. Equally important, it is conducted in entrepreneurial companies in the software development industry. This sector is particularly important for Turkey, because of its low standing in the world development average (DPT, 2001). All stakeholders, especially managers, should encourage the development and competitiveness of this industry.

The findings of this study should encourage managers to stimulate their followers by empowering them. They should understand that this mechanism significantly enhances their employees’ creative performance. The findings should also encourage them to engage in transformational leadership behaviors in order to boost the creative performance of their employees and to bring about organizational innovation. Findings of this study also provide evidence that transformational leadership should be the subject of management training and development in Turkey to improve the innovation performance of the country.

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