Transformational leadership and employee creativity across cultures

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dc.contributor.authorKasimoglu, Murat
dc.contributor.authorAmmari, Djihane
dc.date.accessioned2021-01-25T21:48:02Z
dc.date.available2021-01-25T21:48:02Z
dc.date.issued2020
dc.departmentİstanbul Ticaret Üniversitesien_US
dc.descriptionammari, djihane/0000-0002-9318-6697en_US
dc.descriptionWOS:000524803100001en_US
dc.description.abstractPurpose The study compares the impact of four components of transformational leadership (TL), namely, idealized influence (II), inspirational motivation, intellectual stimulation (IS), and individualized consideration (IC) on employee creativity (EC) at the workplace between Turkey and Algeria, taking into account the mediating effect of employee's creative role identity (CRI). Design/methodology/approach Data were collected from 688 managers working for conglomerate companies in both countries and the analysis was performed using a two-stage structural equation modeling (SEM) for model and hypothesis testing. Findings The findings highlighted that managers from both countries have divergent stances toward TL's impact on EC; Algerian managers recognized the impact relationship between CRI and EC. Meanwhile, Turkish managers believed in the efficiency of every component independently. Social implications The findings provided insights into elevating and strengthening a mere formal leader-member relationship to a personally satisfying and mutually beneficial social bond. Originality/value Throughout literature, the light was shed on the fundamental, yet, infrequently discussed link between TL components and employee CRI. The comparative nature and findings of our study could be considered building blocks for further academic research about leadership in both countries.en_US
dc.identifier.doi10.1108/JMD-05-2019-0153en_US
dc.identifier.endpage498en_US
dc.identifier.issn0262-1711
dc.identifier.issn1758-7492
dc.identifier.issue4en_US
dc.identifier.scopus2-s2.0-85081534642en_US
dc.identifier.scopusqualityQ1en_US
dc.identifier.startpage475en_US
dc.identifier.urihttps://doi.org/10.1108/JMD-05-2019-0153
dc.identifier.urihttps://hdl.handle.net/11467/4493
dc.identifier.volume39en_US
dc.identifier.wosWOS:000524803100001en_US
dc.identifier.wosqualityN/Aen_US
dc.indekslendigikaynakWeb of Scienceen_US
dc.indekslendigikaynakScopusen_US
dc.language.isoenen_US
dc.publisherEMERALD GROUP PUBLISHING LTDen_US
dc.relation.ispartofJOURNAL OF MANAGEMENT DEVELOPMENTen_US
dc.relation.publicationcategoryMakale - Uluslararası Hakemli Dergi - Kurum Öğretim Elemanıen_US
dc.rightsinfo:eu-repo/semantics/openAccessen_US
dc.subjectCross-cultural managementen_US
dc.subjectTurkeyen_US
dc.subjectSEMen_US
dc.subjectAlgeriaen_US
dc.subjectTransformational leadershipen_US
dc.subjectCreative role identityen_US
dc.titleTransformational leadership and employee creativity across culturesen_US
dc.typeArticleen_US

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