CoChat
Sign Up
Cited by 183Job Satisfaction and Organizational BehaviorEmployee Performance and LeadershipTeam Dynamics and Performance

The DOI matches its Crossref record; 93 of the 95 references it cites were found in a registry or an index.

The influence of transformational leadership on employees’ creative process engagement: A multi-level analysis

Mahmood, Monowar, Uddin, Md. Aftab, Fan, Luo·2019·Management Decision
DOI 10.1108/md-07-2017-0707
Open this paper in CoChat — free account

Abstract

Purpose Using a multi-level perspective, the purpose of this paper is to investigate impact of transformational leadership on employees’ creative process engagement and mediating roles of intrinsic motivation, task complexity and innovation support in the process of influence. Design/methodology/approach This study follows a quantitative method. Using a multi-item survey instrument, a total of 400 questionnaires were distributed among employees of small and medium enterprises registered with the Chittagong Chamber of Commerce and Industry in Bangladesh. Collected data were analyzed using structural equation model as well as factor analysis and path analysis to test the hypotheses and to assess the moderating and mediating effects of the variables. Findings The findings reveal that transformational leadership has a significant impact on employees’ creative process engagement. The study further shows that task complexity and support for innovation moderate the relationship between transformational leadership and employees’ creative process engagement. Research limitations/implications Based on the premises of interactionist perspectives on creativity, this study integrates multi-level variables to investigate leaders’ influences on followers’ creative process engagement. This study contributes to the existing literature by providing empirical evidence on influence of transformational leadership on employees’ creative process engagement as well as the impact of both individual- and organizational-level variables. Originality/value The study adopts a distinct model comprising five different variables to investigate creative process engagement from a multi-level perspective, i.e., creative process engagement and intrinsic motivation at the individual level, task complexity at the unit level, and support for innovation and leadership at the organizational level. This integrated model of using predictors from multiple levels supports the theoretical assumptions that creative process engagement results from the interaction of individual-, group- and organizational-level factors.

Overview

Integrity signals

Registry

Crossref · 10.1108/md-07-2017-0707

Cites

93 of 93 references verified0 citation errors · 0 not checkable

Statistics

Recomputing p-values needs the paper’s full text.

Verification

Claims the paper makes

This paper’s full text isn’t openly available, so its claims and self-check weren’t run. The registry and citation checks still apply.

Claims other papers make about this one

Each is checked against this paper’s own text: does it say what the citing paper says it does?

Citations

Cites

Show all 95 references

Research works printed but not linked: 4

  1. 1978, Leadership
  2. 2013, Transformational leadership and creative problem solving, Journal of Creative Behaviour, 48, 115
  3. 2015, Exploring leadership style of Dr Muhammad Yunus at Grameen Bank of Bangladesh, Skyline Business Journal, 10, 43
  4. 2018, The influence of transformational leadership on creative process engagement: intrinsic motivation as a mediator, Journal of Wuhan University of Technology (Social Science Edition), 31, 78

Cited by

Sorted by citations

Related

See all

Metadata

Authors
Mahmood, M., Uddin, M. A., & Fan, L.
Affiliations
  • KIMEP University (KZ)
  • University of Chittagong (BD)
ORCID
Venue
Management Decision
Publisher
Emerald
Published
2019-03-11
Volume
57
Issue
3
Pages
741-764
ISSN
0025-1747 (ISSN-L)
DOI
10.1108/md-07-2017-0707
OpenAlex
W2889835059
Cited by
172
References
95
Citations by year
2026: 14 · 2025: 22 · 2024: 21 · 2023: 28 · 2022: 31 · 2021: 26 · 2020: 20 · 2019: 9
FWCI
23.14
Type
journal article
Language
en
Open access
closed
Licence
www.emerald.com/insight/site-policies (tdm)
Locations
Management Decision (publishedVersion)
Topics
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Job Satisfaction and Organizational Behavior
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Employee Performance and Leadership
  • Social Sciences › Psychology › Social Psychology › Team Dynamics and Performance
Keywords
transformational leadership, creative process engagement, intrinsic motivation, task complexity, innovation support, small and medium-sized enterprises, employee creativity, multi-level model

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 ›

Are you an author, or do you see a problem with this page? Request a review