Transformational Leadership, Conservation, and Creativity: Evidence From Korea

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Items 101–200 of 589

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3. The effects of core self‐evaluations and transformational leadership on organizational commitment
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5. Transformational Leadership, Transactional Leadership, and Employee Creativity in Entrepreneurial Firms
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6. Toward a Meta-Theory of Creativity Forms: How Novelty and Usefulness Shape Creativity
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7. Psychological contracts and innovative behavior: a moderated path analysis of work engagement and job resources
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8. Transformational versus Transactional Leadership Styles and Project Success: A Meta-Analytic Review
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9. Inclusive Leadership and Innovative Work Behavior: Examination of LMX Perspective in Small Capitalized Textile Firms
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10. Extrinsic Rewards, Intrinsic Motivation, and New Product Development Performance
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11. Does Meaningful Work Explains the Relationship Between Transformational Leadership and Innovative Work Behaviour?
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12. Impact of top management leadership styles on ERP assimilation and the role of organizational learning
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13. Does paternalistic leadership promote innovative behavior? The interaction between authoritarianism and benevolence
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14. When and why does transformational leadership influence employee creativity? The roles of personal control and creative personality
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15. Transformational Leadership and Employees’ Thriving at Work: The Mediating Roles of Challenge-Hindrance Stressors
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16. Fostering Team Creativity Through Team-Focused Inclusion: The Role of Leader Harvesting the Benefits of Diversity and Cultivating Value-In-Diversity Beliefs
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17. Relationship of Emotional Intelligence with Transformational Leadership and Organizational Citizenship Behavior
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18. Optimizing Employee Creativity in the Digital Era: Uncovering the Interactional Effects of Abilities, Motivations, and Opportunities
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19. Transactional leadership and organizational creativity: Examining the mediating role of knowledge sharing behavior
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20. Emotional Intelligence and Employee Creativity: Moderating Role of Proactive Personality and Organizational Climate
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21. A Missing Piece of the Puzzle: The Organizational Context in Cultural Patterns of Creativity
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23. Is transformational leadership always good for employee task performance? Examining curvilinear and moderated relationships
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24. Leaders’ commitment to change and their effectiveness in change – a multilevel investigation
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27. Transformational, Transactional, Laissez-faire Leadership Styles and Employee Engagement: Evidence From Vietnam’s Public Sector
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29. Organizational Creativity
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30. Mitigating the negative effect of perceived organizational politics on organizational citizenship behavior: Moderating roles of contextual and personal resources
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31. Openness to Experience and Team Creativity: Effects of Knowledge Sharing and Transformational Leadership
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32. Determinants and effects of employee’s creative self-efficacy on innovative activities
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33. Toward a Mediation Model of Employability Enhancement: A Study of Employee‐Supervisor Pairs in the Building Sector
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34. Transformational leadership dimensions and employee creativity in China: A cross-level analysis
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35. Leadership Style in Relation to Organizational Change and Organizational Creativity: Perceptions from Nonprofit Organizational Members
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36. Task Rotation and Polychronicity: Effects on Individuals' Creativity
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37. Effects of task and relationship conflicts on individual work behaviors
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38. Workplace Spirituality and Workforce Agility: A Psychological Exploration Among Teaching Professionals
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39. Goal Orientation and Innovative Performance: The Mediating Roles of Knowledge Sharing and Perceived Autonomy
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40. Social context: Key to understanding culture's effects on creativity
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41. Stimulate Creativity by Fueling Passion
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42. Green transformational leadership and green creativity? The mediating role of green thinking and green organizational identity in SMEs
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43. A moderated mediation examination of shared leadership and team creativity: a social information processing perspective
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44. Recognizing creative leadership: Can creative idea expression negatively relate to perceptions of leadership potential?
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45. Understanding How Leader Humility Enhances Employee Creativity
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46. A motivational–cognitive model of creativity and the role of autonomy
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47. Leading Machiavellians
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48. Employee creativity: the effects of perceived learning culture, leader–member exchange quality, job autonomy, and proactivity
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49. Examining the impact of abusive supervision on employees’ psychological wellbeing and turnover intention: The mediating role of intrinsic motivation
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50. When nurse emotional intelligence matters: How transformational leadership influences intent to stay
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51. Team Proactivity as a Linking Mechanism between Team Creative Efficacy, Transformational Leadership, and Risk‐Taking Norms and Team Creative Performance
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52. Relationship between innovation‐led HR policy, strategy, and firm performance: A serial mediation investigation
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53. How and when servant leaders fuel creativity: The role of servant attitude and intrinsic motivation
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54. Teacher Leadership and Intellectual Stimulation: Improving Students' Approaches to Studying through Intrinsic Motivation
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55. Organizational Learning of Absorptive Capacity and Innovation: Does Leadership Matter?
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56. Fusing Creativity: Cultural Metacognition and Teamwork in Multicultural Teams
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57. Do Transformational Leaders Engage Employees in Sustainable Innovative Work Behaviour? Perspective from a Developing Country
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58. Leadership and organizational ambidexterity
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59. The Influence of Supervisor Developmental Feedback on Employee Innovative Behavior: A Moderated Mediation Model
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60. Diversity of social ties and creativity: Creative self-efficacy as mediator and tie strength as moderator
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61. Creative leaders promote creative organizations
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62. One Size Does Not Fit All: Managing Radical and Incremental Creativity
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63. Which Leadership Constructs Are Important for Predicting Job Satisfaction, Affective Commitment, and Perceived Job Performance in Profit versus Nonprofit Organizations?
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64. Unpacking the Transformational Leadership-Innovative Work Behavior Relationship: The Mediating Role of Psychological Capital
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65. Abusive supervision by academic supervisors and postgraduate research students’ creativity: the mediating role of leader–member exchange and intrinsic motivation
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66. Leadership and Employees’ Innovative Work Behavior: Test of a Mediation and Moderation Model
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67. The Alignment of Measures and Constructs in Organizational Research: The Case of Testing Measurement Models of Creativity
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68. Customers as contributors and reliable evaluators of creativity in the service industry
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69. Leadership and innovation capability development in strategic alliances
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71. The effects of transformational leadership, competitive intensity and technological innovation on performance
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72. A theoretical model of transformational leadership and knowledge creation: The role of open-mindedness norms and leader–member exchange
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73. Managing Creativity: A Critical Examination, Synthesis, and New Frontiers
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74. Does leader turnover intention hinder team innovation performance? The roles of leader self-sacrificial behavior and empathic concern
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75. “The Power of Ethical Leadership”: The Influence of Corporate Social Responsibility on Creativity, the Mediating Function of Psychological Safety, and the Moderating Role of Ethical Leadership
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76. The Role of Transformational Leadership toward Work Performance through Intrinsic Motivation: A Study in the Pharmaceutical Field in Vietnam
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77. How and when does transformational leadership affect organizational creativity and innovation?
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78. Transformational Leadership and Organisational Citizenship Behaviour: A Moderated Mediation Model of Leader‐Member‐Exchange and Subordinates' Gender
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79. Leadership and Creative Performance Behaviors in R&D Laboratories
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80. Management Control Systems for Creative Teams: Managing Stylistic Creativity in Fashion Companies
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81. TRANSFORMATIONAL LEADERSHIP AND THE USE OF NORMATIVE PUBLIC VALUES: CAN EMPLOYEES BE INSPIRED TO SERVE LARGER PUBLIC PURPOSES?
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83. The dark side of leadership: A systematic review of creativity and innovation
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85. Employee responses to employment-relationship practices: The role of psychological empowerment and traditionality
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86. How Does Servant Leadership Influences Creativity? Enhancing Employee Creativity via Creative Process Engagement and Knowledge Sharing
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87. Formally Developing Creative Leadership as a Driver of Organizational Innovation
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