CEOs’ Transformational Leadership and Creativity: Organizational Culture as the Moderating Role
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In the 21st century’s global economy, corporate faces rapid and turbulent changes filled with opportunities and thrests. Under this circumstance, much of the research on organizational behavior emphasizes the role of the leadership on creativity and especially the authors has been said that the CEO’s leadership takes a role of major antecedent for organizational creativity. However, most of precedent studies of the topic are studied to choose quantitative methods. Therefore, we recognized the necessity for performance to do qualitative research in this area. This study aimed to identify the relationship between CEOs’ transformational leadership style, organizational culture, and creativity. Frist, we sought to contribute to the literature by explaining how CEOs’ transformational leadership was related to creativity. Second, this study investigated the relationship between CEOs’ transformational leadership style and creativity. Lastly, we test whether organizational culture moderated this relationship. For our study, we performed in-depth interviews with the CEOs and employees of different positions of 39 in ‘L’ and ‘W’ companies. We carried out interviews on January 20 through 24, 2009 in ‘L’ company and did the interviews in ‘W’ on February 16 through 20, 2009. Through the discussion, the study has developed the following propositions. First, we proposed that CEOs’ transformational leadership positively related to followers’ creativity. Second, the organizational culture will have similar characteristics to the CEOs’ leadership styles to a certain extent. Our third proposition that the organizational culture enhances the relationship between CEOs’ transformational leadership and the follower’s creativity. Based on the prior studies we sought to contribute to the existing literature in two aspects. First of all, this study examined the effectiveness of CEOs’ transformational leadership fostering creativity. Also, we found that organizational culture played a critical role in the relationship of CEOs’ transformational leadership and creativity. Therefore, it provided practical implication to managers how to promote creativity that organizational behaviors have been a long time issue. Even though this study has the implication, it still holds several limitation which are recommended to be improved in coming studies. Both transformational leadership and transactional leadership differ form each other the theoretically. But most leader may possess mixed characteristics of transformational and transactional, we need to identify objective indicators to separate two leaderships. Next, we have the limitation, it is problem to measure of organizational culture. Organizational culture cannot be changed overnight, and it will need extra time to catch up with the CEOs’ new leadership style. Finally, this study only adopted the qualitative research approach but it would be necessary to perform quantitative research to develop the reliability and validity of future study in this area
Abstract
In the 21st century’s global economy, corporate faces rapid and turbulent changes filled with opportunities and thrests. Under this circumstance, much of the research on organizational behavior emphasizes the role of the leadership on creativity and especially the authors has been said that the CEO’s leadership takes a role of major antecedent for organizational creativity. However, most of precedent studies of the topic are studied to choose quantitative methods. Therefore, we recognized the necessity for performance to do qualitative research in this area. This study aimed to identify the relationship between CEOs’ transformational leadership style, organizational culture, and creativity. Frist, we sought to contribute to the literature by explaining how CEOs’ transformational leadership was related to creativity. Second, this study investigated the relationship between CEOs’ transformational leadership style and creativity. Lastly, we test whether organizational culture moderated this relationship. For our study, we performed in-depth interviews with the CEOs and employees of different positions of 39 in ‘L’ and ‘W’ companies. We carried out interviews on January 20 through 24, 2009 in ‘L’ company and did the interviews in ‘W’ on February 16 through 20, 2009. Through the discussion, the study has developed the following propositions. First, we proposed that CEOs’ transformational leadership positively related to followers’ creativity. Second, the organizational culture will have similar characteristics to the CEOs’ leadership styles to a certain extent. Our third proposition that the organizational culture enhances the relationship between CEOs’ transformational leadership and the follower’s creativity. Based on the prior studies we sought to contribute to the existing literature in two aspects. First of all, this study examined the effectiveness of CEOs’ transformational leadership fostering creativity. Also, we found that organizational culture played a critical role in the relationship of CEOs’ transformational leadership and creativity. Therefore, it provided practical implication to managers how to promote creativity that organizational behaviors have been a long time issue. Even though this study has the implication, it still holds several limitation which are recommended to be improved in coming studies. Both transformational leadership and transactional leadership differ form each other the theoretically. But most leader may possess mixed characteristics of transformational and transactional, we need to identify objective indicators to separate two leaderships. Next, we have the limitation, it is problem to measure of organizational culture. Organizational culture cannot be changed overnight, and it will need extra time to catch up with the CEOs’ new leadership style. Finally, this study only adopted the qualitative research approach but it would be necessary to perform quantitative research to develop the reliability and validity of future study in this area
참고문헌 (45)
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