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Transformational leadership, leader support, and employee creativity

Millissa F.Y. Cheung (The Hong Kong Shue Yan University, Hong Kong, China)
Chi‐Sum Wong (The Chinese University of Hong Kong, Hong Kong, China)

Leadership & Organization Development Journal

ISSN: 0143-7739

Article publication date: 28 September 2011

Abstract

Purpose

This study aims to examine the moderating role played by leaders' task and relations support in the relationship between transformational leadership and followers' level of creativity.

Design/methodology/approach

A sample of 182 supervisor‐subordinate dyads was randomly collected and returned from a restaurant, hotel, retail store, bank, and travel agent of Hong Kong.

Findings

Results indicated that the positive relationship between transformational leadership and followers' creativity is stronger when there is a high degree of leaders' task and relations support.

Research lismitations/implications

This study extends the leadership literature to better understand the effects of transformational leadership on employees' level of creativity are contingent on the nature of leaders' support. Sample size is a possible limitation.

Practical implications

Intensive training can be provided to supervisors or personality test can be used to screen for selected individuals who are high caliber for being a potential transformational leader.

Originality/value

An empirical examination of how leaders' task and relations support can strengthen the positive link between transformational leadership and employees' level of creativity that previously have been overlooked.

Keywords

Citation

Cheung, M.F.Y. and Wong, C. (2011), "Transformational leadership, leader support, and employee creativity", Leadership & Organization Development Journal, Vol. 32 No. 7, pp. 656-672. https://doi.org/10.1108/01437731111169988

Publisher

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Emerald Group Publishing Limited

Copyright © 2011, Emerald Group Publishing Limited