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Leadership, creativity, and innovation: A critical review and practical recommendations

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Hughes, David J., Lee, Allan, Tian, Amy Wei, Newman, Alex, Legood, Alison·2018·The Leadership Quarterly
DOI 10.1016/j.leaqua.2018.03.001
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  • Hughes et al. (2018) identified trust in the leader and LMX quality as the two most prominent social-relational mediating mechanisms for a host of different leadership styles.

    “Further, in their review, Hughes et al. (2018) identified trust in the leader and LMX quality as the two most prominent social-relational mediating mechanisms for a host of different leadership styles.”

    From A meta-analysis of the role of trust in the leadership- performance relationship (2021) · cites this paper as Hughes et al., 2018

    The “Social relational mechanisms” discussion (section labelled “INSERT FIGURE 2 ABOUT HERE”; page unavailable) identifies trust in the leader and LMX quality as potential mediators across different leadership styles. It does not identify them as the two most prominent mechanisms; the review also says the evidence for their mediating roles is inconsistent and their relative importance remains unclear. (LLM, conf=0.85)

    Experimental — accuracy not yet measured

  • Failure to explore differential effects for dimensions of a given style constitutes a considerable critique of the leadership literature overall.

    “Indeed, failure to explore differential effects for dimensions of a given style constitutes a considerable critique of the leadership literature overall (Banks et al., 2016; Hughes et al., 2018; Lee et al., 2020; van Knippenberg & Sitkin, 2013).”

    From A meta-analysis of the role of trust in the leadership- performance relationship (2021) · cites this paper as Hughes et al., 2018

    In “INSERT TABLE 4 ABOUT HERE” (page unavailable), the review calls studies’ use of a single score for multidimensional leadership styles a pertinent limitation because it masks sub-factor relationships. “Leadership: Main Effects” recommends examining dimensional effects. The review establishes this critique for research on leadership, creativity, and innovation, but does not specifically establish its extent across the leadership literature overall. (LLM, conf=0.84)

    Experimental — accuracy not yet measured

  • The literature has been subject to high profile critiques regarding the conceptualisation, measurement and study design.

    “The literature has been subject to high profile critiques regarding the conceptualisation, measurement and study design (e.g., Antonakis et al., 2010; Hughes et al., 2018).”

    From A meta-analysis of the role of trust in the leadership- performance relationship (2021) · cites this paper as Hughes et al., 2018

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Authors
Hughes, D. J., Lee, A., Tian, A. W., Newman, A., & Legood, A.
Affiliations
  • University of Manchester (GB)
  • University of Exeter (GB)
  • Curtin University (AU)
  • Aston University (GB)
Corresponding author
Lee, Allan
ORCID
Venue
The Leadership Quarterly
Publisher
Elsevier BV
Published
2018-10
Volume
29
Issue
5
Pages
549-569
ISSN
1048-9843 (ISSN-L)
DOI
10.1016/j.leaqua.2018.03.001
OpenAlex
W2794632268
Cited by
1,080
References
21
Citations by year
2026: 126 · 2025: 131 · 2024: 186 · 2023: 180 · 2022: 166 · 2021: 133 · 2020: 103 · 2019: 49 · 2018: 6
FWCI
120.68
Type
journal article
Language
en
Open access
Licence
Locations
  • The Leadership Quarterly (publishedVersion)
  • Research Explorer (The University of Manchester) (publishedVersion, other-oa)
  • Open Research Exeter (University of Exeter) (acceptedVersion)
  • Aston Publications Explorer (Aston University) (submittedVersion)
  • eSpace (Curtin University) (submittedVersion, cc-by-nc-nd)
  • Figshare (submittedVersion, cc-by)
  • Figshare (submittedVersion)
Topics
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Employee Performance and Leadership
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Job Satisfaction and Organizational Behavior
  • Social Sciences › Psychology › Social Psychology › Team Dynamics and Performance
Keywords
leadership, employee creativity, organizational innovation, definition of creativity, definition of innovation, moderators, mediators, causal inference, research design, team creativity

About these checks

Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.

Statistics and arithmetic are recomputed, not judged.

Confidence bands are shown only for fields calibrated on our annotated test set. None is calibrated yet, so no band is shown.

What counts as a claim ›How we measure confidence ›How we check this ›

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