Innovation across cultures: Connecting leadership, identification, and creative behavior in organizations

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dc.contributor.authorBracht, Eva M.
dc.contributor.authorMonzani, Lucas
dc.contributor.authorBoer, Diana
dc.contributor.authorHaslam, S. Alexander
dc.contributor.authorKerschreiter, Rudolf
dc.contributor.authorLemoine, Jeremy E.
dc.contributor.authorSteffens, Niklas K.
dc.contributor.authorAkfirat, Serap Arslan
dc.contributor.authorAvanzi, Lorenzo
dc.contributor.authorBarghi, Bita
dc.contributor.authorDumont, Kitty
dc.contributor.authorEdelmann, Charlotte M.
dc.contributor.authorEpitropaki, Olga
dc.contributor.authorFransen, Katrien
dc.contributor.authorGiessner, Steffen
dc.contributor.authorGleibs, Ilka H.
dc.contributor.authorGonzalez, Roberto
dc.contributor.authorGonzalez, Ana Laguia
dc.contributor.authorLipponen, Jukka
dc.contributor.authorMarkovits, Yannis
dc.contributor.authorMolero, Fernando
dc.contributor.authorMoriano, Juan A.
dc.contributor.authorNeves, Pedro
dc.contributor.authorOrosz, Gabor
dc.contributor.authorRoland-Levy, Christine
dc.contributor.authorSchuh, Sebastian C.
dc.contributor.authorSekiguchi, Tomoki
dc.contributor.authorSong, Lynda Jiwen
dc.contributor.authorStory, Joana S. P.
dc.contributor.authorStouten, Jeroen
dc.contributor.authorTatachari, Srinivasan
dc.contributor.authorValdenegro, Daniel
dc.contributor.authorvan Bunderen, Lisanne
dc.contributor.authorVoros, Viktor
dc.contributor.authorWong, Sut, I
dc.contributor.authorYoussef, Farida
dc.contributor.authorZhang, Xin-an
dc.contributor.authorvan Dick, Rolf
dc.date.accessioned2024-01-10T13:10:35Z
dc.date.available2024-01-10T13:10:35Z
dc.date.issued2022
dc.description.abstractInnovation is considered essential for today's organizations to survive and thrive. Researchers have also stressed the importance of leadership as a driver of followers' innovative work behavior (FIB). Yet, despite a large amount of research, three areas remain understudied: (a) The relative importance of different forms of leadership for FIB; (b) the mechanisms through which leadership impacts FIB; and (c) the degree to which relationships between leadership and FIB are generalizable across cultures. To address these lacunae, we propose an integrated model connecting four types of positive leadership behaviors, two types of identification (as mediating variables), and FIB. We tested our model in a global data set comprising responses of N = 7,225 participants from 23 countries, grouped into nine cultural clusters. Our results indicate that perceived LMX quality was the strongest relative predictor of FIB. Furthermore, the relationships between both perceived LMX quality and identity leadership with FIB were mediated by social identification. The indirect effect of LMX on FIB via social identification was stable across clusters, whereas the indirect effects of the other forms of leadership on FIB via social identification were stronger in countries high versus low on collectivism. Power distance did not influence the relations.
dc.fechaingreso.objetodigital2024-05-28
dc.fuente.origenWOS
dc.identifier.doi10.1111/apps.12381
dc.identifier.eissn1464-0597
dc.identifier.issn0269-994X
dc.identifier.urihttps://doi.org/10.1111/apps.12381
dc.identifier.urihttps://repositorio.uc.cl/handle/11534/77889
dc.identifier.wosidWOS:000772204600001
dc.information.autorucFacultad de Ciencias Sociales; Gonzalez Gutierrez, Roberto; S/I; 85892
dc.language.isoen
dc.nota.accesocontenido completo
dc.publisherWILEY
dc.rightsacceso abierto
dc.subjectcross-cultural leadership
dc.subjectinnovative behavior
dc.subjectmultilevel modeling
dc.subjectpositive leadership
dc.subjectsocial identification
dc.titleInnovation across cultures: Connecting leadership, identification, and creative behavior in organizations
dc.typeartículo
sipa.codpersvinculados85892
sipa.indexWOS
sipa.trazabilidadCarga SIPA;09-01-2024
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