Please use this identifier to cite or link to this item: http://hdl.handle.net/10397/55413
Title: The divergent effects of transformational leadership on individual and team innovation
Authors: Li, V
Mitchell, R
Boyle, B
Keywords: Individual innovation
Team innovation
Transformational leadership
Issue Date: 2016
Publisher: SAGE Publications
Source: Group and organization management, 2016, v. 41, no. 1, p. 66-97 How to cite?
Journal: Group and organization management 
Abstract: Transformational leadership has consistently been argued to enhance team innovation, yet related research has generated ambiguous findings. We suggest that our understanding of leader impact on innovation would benefit from explicitly recognizing both group- and individual-focused transformational leadership dimensions and their distinct effects on team and individual innovation. In particular, we predict a novel contrasting effect in which group-focused transformational leader behavior has a positive impact on team innovation but a negative impact on individual innovation. We further argue that this divergence in leader effect is strengthened by task interdependence, which enhances the negative effects of group-level transformational leadership on individual innovation. Data from 195 members of 56 teams support our predicted pathways, which contribute to a clearer understanding of the complex, multilevel effects of leadership in innovation in teams, and highlight the importance of differentiating between team and individual leader dimensions and outcomes.
URI: http://hdl.handle.net/10397/55413
ISSN: 1059-6011 (print)
1552-3993 (online)
DOI: 10.1177/1059601115573792
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