Leadership, creativity and innovation: a meta-analytic review

References

• Abra, J. C., & Valentine-French, S. (1991). Gender differences in creative achievement: A survey of explanations. Genetic, Social, and General Psychology Monographs, 117, 233–284.
   PubMedGoogle Scholar
• Abraham, A. (2016). Gender and creativity: An overview of psychological and neuroscientific literature. Brain Imaging and Behavior, 10, 609–618.
   PubMed Web of Science ®Google Scholar
• Alvesson, M. (2000). Social identity and the problem of loyalty in knowledge‐intensive companies. Journal of Management Studies, 37, 1101–1124.
   Web of Science ®Google Scholar
• Alvesson, M., & Einola, K. (2019). Warning for excessive positivity: Authentic leadership and other traps in leadership studies. The Leadership Quarterly. doi:10.1016/j.leaqua.2019.04.001
   Web of Science ®Google Scholar
• Amabile, T. M. (1996). Creativity in context. Boulder, CO: Westview Press.
   Google Scholar
• Anderson, N., Potocnik, K., & Zhou, J. (2014). Innovation and creativity in organizations: A state-of-the-science review and prospective commentary. Journal of Management, 40, 1297–1333.
   Web of Science ®Google Scholar
• Antonakis, J., Bendahan, S., Jacquart, P., & Lalive, R. (2014). Causality and endogeneity: Problems and solutions. In D. V. Day (Ed.), The Oxford handbook of leadership and organizations (pp. 93–117). New York: Oxford University Press.
   Google Scholar
• Antonakis, J., Bastardoz, N., Jacquart, P., & Shamir, B. (2016). Charisma: An ill-defined and ill-measured gift. Annual Review of Organizational Psychology and Organizational Behavior, 3, 293–319.
   Google Scholar
• Antonakis, J., Bendahan, S., Jacquart, P., & Lalive, R. (2010). On making causal claims: A review and recommendations. The Leadership Quarterly, 21, 1086–1120.
   Web of Science ®Google Scholar
• Aryee, S., Chen, Z. X., Sun, L. Y., & Debrah, Y. A. (2007). Antecedents and outcomes of abusive supervision: Test of a trickle-down model. The Journal of Applied Psychology, 92, 191–201.
   PubMed Web of Science ®Google Scholar
• Avolio, B., & Bass, B. (1991). Full-range training of leadership. Binghamton, New York: Bass/Avolio & Associates.
   Google Scholar
• Avolio, B. J., & Bass, B. M. (1988). Transformational leadership, charisma, and beyond. In J. G. Hunt, B. R. Baliga, H. P. Dachler, & C. A. Schriesheim (Eds.), International leadership symposia series. Emerging leadership vistas (pp. 29–49). Lexington, MA, England: Lexington Books.
   Google Scholar
• Avolio, B. J., Gardner, W. L., Walumbwa, F. O., Luthans, F., & May, D. R. (2004). Unlocking the mask: A look at the process by which authentic leaders impact follower attitudes and behaviors. The Leadership Quarterly, 15, 801–823.
   Web of Science ®Google Scholar
• Axtell, C., Holman, D., Unsworth, K., Wall, T., Waterson, P., & Harrington, E. (2000). Shopfloor innovation: Facilitating the suggestion and implementation of ideas. Journal of Occupational and Organizational Psychology, 73, 265–285.
   Web of Science ®Google Scholar
• Baas, M., De Dreu, C. K., & Nijstad, B. A. (2008). A meta-analysis of 25 years of mood-creativity research: Hedonic tone, activation, or regulatory focus? Psychological Bulletin, 134, 779–806.
   PubMed Web of Science ®Google Scholar
• Bae, S. H., Song, J. H., Park, S., & Kim, H. K. (2013). Influential factors for teachers’ creativity: Mutual impacts of leadership, work engagement, and knowledge creation practices. Performance Improvement Quarterly, 26, 33–58.
   Google Scholar
• Baer, J. (1998). The case for domain specificity of creativity. Creativity Research Journal, 11, 173–177.
   Web of Science ®Google Scholar
• Baer, J., & Kaufman, J. C. (2008). Gender differences in creativity. The Journal of Creative Behavior, 42, 75–105.
   Web of Science ®Google Scholar
• Baer, M., Oldham, G. R., & Cummings, A. (2003). Rewarding creativity: When does it really matter? The Leadership Quarterly, 14, 569–586.
   Web of Science ®Google Scholar
• Bandura, A. (1986). Social foundations of thought and action: A social cognitive theory. Englewood Cliffs, NJ: Prentice-Hall.
   Google Scholar
• Bandura, A. (1997). Self-efficacy: The exercise of control. New York: Freeman.
   Google Scholar
• Banks, G. C., Gooty, J., Ross, R. L., Williams, C. E., & Harrington, N. T. (2018). Construct redundancy in leader behaviors: A review and agenda for the future. The Leadership Quarterly, 29, 236–251.
   Web of Science ®Google Scholar
• Banks, G. C., McCauley, K. D., Gardner, W. L., & Guler, C. E. (2016). A meta-analytic review of authentic and transformational leadership: A test for redundancy. The Leadership Quarterly, 27, 634–652.
   Web of Science ®Google Scholar
• Baron, L., & Parent, É. (2015). Developing authentic leadership within a training context: Three phenomena supporting the individual development process. Journal of Leadership & Organizational Studies, 22, 37–53.
   Web of Science ®Google Scholar
• Bass, B. M. (1985). Leadership and performance beyond expectations. New York: Simon & Schuster.
   Google Scholar
• Bass, B. M., & Avolio, B. J. (1993). Transformational leadership: A response to critiques. In M. M. Chemers & R. Ayman (Eds.), Leadership theory and research: Perspectives and directions (pp. 49–80). San Diego, CA, US: Academic Press.
   Google Scholar
• Behrens, J., & Patzelt, H. (2018). Incentives, resources and combinations of innovation radicalness and innovation speed. British Journal of Management, 29, 691–711.
   Web of Science ®Google Scholar
• Blau, P. M. (1964). Exchange and power in social life. New York: John Wiley & Sons, Ltd.
   Google Scholar
• Borenstein, M., Hedges, L. V., Higgins, J. P., & Rothstein, H. R. (2011). Introduction to meta-analysis. Chichester: John Wiley & Sons, Ltd.
   Google Scholar
• Brown, M. E., Trevino, L. K., & Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97, 117–134. 10.1016/j.
   Web of Science ®Google Scholar
• Burnett, M. F., Chiaburu, D. S., Shapiro, D. L., & Li, N. (2015). Revisiting how and when perceived organizational support enhances taking charge: An inverted U-shaped perspective. Journal of Management, 41, 1805–1826.
   Web of Science ®Google Scholar
• Cai, W., Lysova, E. I., Khapova, S. N., & Bossink, B. A. (2019). Does entrepreneurial leadership foster creativity among employees and teams? The mediating role of creative efficacy beliefs. Journal of Business and Psychology, 34, 203–217.
   Web of Science ®Google Scholar
• Chan, C. H. (2007). Paternalistic leadership styles and follower performance: Examining mediating variables in a multi-level model (Unpublished Doctoral dissertation), The Hong Kong Polytechnic University.
   Google Scholar
• Chan, S. C. (2017). Benevolent leadership, perceived supervisory support, and subordinates’ performance: The moderating role of psychological empowerment. Leadership & Organization Development Journal, 38, 897–911.
   Web of Science ®Google Scholar
• Chang, J., Bai, X., & Li, J. J. (2015). The influence of leadership on product and process innovations in China: The contingent role of knowledge acquisition capability. Industrial Marketing Management, 50, 18–29.
   Web of Science ®Google Scholar
• Chen, G., Farh, J.-L., Campbell-Bush, E. M., Wu, Z., & Wu, X. (2013). Teams as innovative systems: Multilevel motivational antecedents of innovation in R&D teams. The Journal of Applied Psychology, 98, 1018–1027.
   PubMed Web of Science ®Google Scholar
• Chen, M. H. (2007). Entrepreneurial leadership and new ventures: Creativity in entrepreneurial teams. Creativity and Innovation Management, 16, 239–249.
   Google Scholar
• Cheng, B. S., Chou, L. F., Wu, T. Y., Huang, M. P., & Farh, J. L. (2004). Paternalistic leadership and subordinate responses: Establishing a leadership model in Chinese organizations. Asian Journal of Social Psychology, 7, 89–117.
   Web of Science ®Google Scholar
• Chi, S. C. S., & Liang, S. G. (2013). When do subordinates’ emotion-regulation strategies matter? Abusive supervision, subordinates’ emotional exhaustion, and work withdrawal. The Leadership Quarterly, 24, 125–137.
   Web of Science ®Google Scholar
• Chow, I. H. S., Lo, T. W. C., Sha, Z., & Hong, J. (2006). The impact of developmental experience, empowerment, and organizational support on catering service staff performance. International Journal of Hospitality Management, 25, 478–495.
   Google Scholar
• Chuang, C. H., Jackson, S. E., & Jiang, Y. (2016). Can knowledge-intensive teamwork be managed? Examining the roles of HRM systems, leadership, and tacit knowledge. Journal of Management, 42, 524–554.
   Web of Science ®Google Scholar
• Cole, J. R., & Zuckerman, H. (1987). Marriage, motherhood and research performance in science. Scientific American, 256, 119–125.
   PubMed Web of Science ®Google Scholar
• Cole, M. S., Walter, F., Bedeian, A. G., & O’Boyle, E. H. (2012). Job burnout and employee engagement: A meta-analytic examination of construct proliferation. Journal of Management, 38, 1550–1581.
   Web of Science ®Google Scholar
• Craig, J. T. (2015). Antecedents of individual innovative behavior: Examining transformational leadership, creative climate, role ambiguity, risk propensity, and psychological empowerment (Unpublished Doctoral dissertation). Alliant International University.
   Google Scholar
• De Hoogh, A. H., & Den Hartog, D. N. (2008). Ethical and despotic leadership, relationships with leader’s social responsibility, top management team effectiveness and subordinates’ optimism: A multi-method study. The Leadership Quarterly, 19, 297–311.
   Web of Science ®Google Scholar
• de Luque, S., Javidan, M., Hanges, M., & Dorfman, P. (2011) Leadership across societies: Universal and culturally specific leadership behavior effectiveness. Academy of Management Annual Meeting, San Antonio, U.S.
   Google Scholar
• de Vries, R. E. (2012). Personality predictors of leadership styles and the self–Other agreement problem. The Leadership Quarterly, 23, 809–821.
   Web of Science ®Google Scholar
• Deci, E., & Ryan, R. (2000). The “what” and “why” of goal pursuits: Human needs and the self-determination of behavior. Psychological Inquiry, 11, 227–268.
   Web of Science ®Google Scholar
• Deci, E. L., & Ryan, R. M. (1987). The support of autonomy and the control of behavior. Journal of Personality and Social Psychology, 53, 1024–1037.
   PubMed Web of Science ®Google Scholar
• Dedahanov, A. T., Lee, D. H., Rhee, J., & Yoon, J. (2016). Entrepreneur’s paternalistic leadership style and creativity: The mediating role of employee voice. Management Decision, 54, 2310–2324.
   Web of Science ®Google Scholar
• Den Hartog, D. N., House, R. J., Hanges, P. J., Ruiz-Quintanilla, S. A., Dorfman, P. W., Abdalla, I. A., … Zhou, J. (1999). Culture specific and cross-culturally generalizable implicit leadership theories: Are attributes of charismatic/transformational leadership universally endorsed? The Leadership Quarterly, 10, 219–256.
   Web of Science ®Google Scholar
• Derue, D. S., Nahrgang, J. D., Wellman, N. E. D., & Humphrey, S. E. (2011). Trait and behavioral theories of leadership: An integration and meta‐analytic test of their relative validity. Personnel Psychology, 64, 7–52.
   Web of Science ®Google Scholar
• Donate, M. J., & de Pablo, J. D. S. (2015). The role of knowledge-oriented leadership in knowledge management practices and innovation. Journal of Business Research, 68, 360–370.
   Web of Science ®Google Scholar
• Dorfman, P., Sully de Luque, M., Hanges, P., & Javidan, M. (2010). Strategic leadership across cultures: The new GLOBE multinational study. Montreal, Canada: Academy of Management Annual Meeting.
   Google Scholar
• Dulebohn, J. H., Bommer, W. H., Liden, R. C., Brouer, R. L., & Ferris, G. R. (2012). A meta-analysis of antecedents and consequences of leader-member exchange: Integrating the past with an eye toward the future. Journal of Management, 38, 1715–1759.
   Web of Science ®Google Scholar
• Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44, 350–383.
   Web of Science ®Google Scholar
• Ehrhart, M. G. (2004). Leadership and procedural justice climate as antecedents of unit‐level organizational citizenship behavior. Personnel Psychology, 57, 61–94.
   Web of Science ®Google Scholar
• Farh, J. L., & Cheng, B. S. (2000). A cultural analysis of paternalistic leadership in Chinese organizations. In J. T. Li, A. S. Tsui, & E. Weldon (Eds.), Management and organizations in the Chinese context (pp. 84–127). London, UK: Macmillan Press Ltd.
   Google Scholar
• Fischer, T., Dietz, J., & Antonakis, J. (2017). Leadership process models: A review and synthesis. Journal of Management, 43, 1726–1753.
   Web of Science ®Google Scholar
• Furnham, A., Fong, G., & Martin, N. (1999). Sex and cross-cultural differences in the estimated multi-faceted intelligence quotient score for self, parents and siblings. Personality and Individual Differences, 26, 1025–1034.
   Web of Science ®Google Scholar
• Gouldner, A. W. (1960). The norm of reciprocity: A preliminary statement. American Sociological Review, 25, 161–178.
   Web of Science ®Google Scholar
• Graen, G. B., & Cashman, J. F. (1975). A role-making model of leadership in formal organizations: A developmental approach. In J. G. Hunt & L. L. Larson (Eds.), Leadership Frontiers (pp. 143–165). Kent, Ohio: Kent State University Press.
   Google Scholar
• Graen, G. B., & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective. The Leadership Quarterly, 6, 219–247.
   Web of Science ®Google Scholar
• Gu, J., Song, J., & Wu, J. (2016). Abusive supervision and employee creativity in China: Departmental identification as mediator and face as moderator. Leadership & Organization Development Journal, 37, 1187–1204.
   Web of Science ®Google Scholar
• Hale, J. R., & Fields, D. L. (2007). Exploring servant leadership across cultures: A study of followers in Ghana and the USA. Leadership, 3, 397–417.
   Web of Science ®Google Scholar
• Hammond, M. M., Neff, N. L., Farr, J. L., Schwall, A. R., & Zhao, X. (2011). Predictors of individual-level innovation at work: A meta-analysis. Psychology of Aesthetics, Creativity, and the Arts, 5, 90–105.
   Web of Science ®Google Scholar
• Harris, T. B., Li, N., Boswell, W. R., Zhang, X. A., & Xie, Z. (2014). Getting what’s new from newcomers: Empowering leadership, creativity, and adjustment in the socialization context. Personnel Psychology, 67, 567–604.
   Web of Science ®Google Scholar
• Hiller, N. J., Sin, H.-P., Ponnapalli, A., & Novelli, S. O. (2019). Benevolence and authority as WEIRDly unfamiliar: A multi-language meta-analysis of paternalistic leadership behaviors from 152 studies. The Leadership Quarterly, 30, 165–184. doi:10.1016/j.leaqua.2018.11.003
   Web of Science ®Google Scholar
• Hoch, J. E., Bommer, W. H., Dulebohn, J. H., & Wu, D. (2018). Do ethical, authentic, and servant leadership explain variance above and beyond transformational leadership? A meta-analysis. Journal of Management, 44, 501–529.
   Web of Science ®Google Scholar
• Hofstede, G. (2001). Culture’s consequences: Comparing values, behaviors, institutions and organizations across nations. New York: Sage publications.
   Google Scholar
• Honig-Haftel, S., & Martin, L. R. (1993). The effectiveness of reward systems on innovative output: An empirical analysis. Small Business Economics, 5, 261–269.
   Web of Science ®Google Scholar
• House, R., Javidan, M., Hanges, P., & Dorfman, P. (2002). Understanding cultures and implicit leadership theories across the globe: An introduction to project GLOBE. Journal of World Business, 37, 3–10.
   Web of Science ®Google Scholar
• House, R. J., & Aditya, R. N. (1997). The social scientific study of leadership: Quo vadis? Journal of Management, 23, 409–473.
   Web of Science ®Google Scholar
• Hughes, D. J. (2018). Psychometric validity: Establishing the accuracy and appropriateness of psychometric measures. In P. Irwing, T. Booth, & D. J. Hughes (Eds.), The Wiley handbook of psychometric testing: A multidisciplinary approach to survey, scale and test development. Chichester, UK: Wiley, 751–779.
   Google Scholar
• Hughes, D. J., Furnham, A., & Batey, M. (2013). The structure and personality predictors of self-rated creativity. Thinking Skills and Creativity, 9, 76–84.
   Web of Science ®Google Scholar
• Hughes, D. J., Lee, A., Tian, A. W., Newman, A., & Legood, A. (2018). Leadership, creativity, and innovation: A critical review and practical recommendations. The Leadership Quarterly, 29, 549–569.
   Web of Science ®Google Scholar
• Hunter, J. E., & Schmidt, F. L. (1990). Dichotomization of continuous variables: The implications for meta-analysis. Journal of Applied Psychology, 75, 334–349.
   Web of Science ®Google Scholar
• Hunter, J. E., & Schmidt, F. L. (2015). Methods of meta-analysis: Correcting error and bias in research findings. Newbury Park, CA: Sage publishing.
   Google Scholar
• Hunter, S. T., Bedell-Avers, K. E., & Mumford, M. D. (2007). The typical leadership study: Assumptions, implications, and potential remedies. The Leadership Quarterly, 18, 435–446.
   Web of Science ®Google Scholar
• Ilies, R., Morgeson, F. P., & Nahrgang, J. D. (2005). Authentic leadership and eudaemonic well-being: Understanding leader–Follower outcomes. The Leadership Quarterly, 16, 373–394.
   Web of Science ®Google Scholar
• Janssen, O. (2000). Job demands, perceptions of effort‐reward fairness and innovative work behavior. Journal of Occupational and Organizational Psychology, 73, 287–302.
   Web of Science ®Google Scholar
• Jaussi, K. S., & Dionne, S. D. (2003). Leading for creativity: The role of unconventional leader behavior. The Leadership Quarterly, 14, 475–498.
   Web of Science ®Google Scholar
• Javed, B., Khan, A. A., Bashir, S., & Arjoon, S. (2017). Impact of ethical leadership on creativity: The role of psychological empowerment. Current Issues in Tourism, 20, 839–851.
   Web of Science ®Google Scholar
• Javidan, M., House, R. J., Dorfman, P. W., Hanges, P. J., & De Luque, M. S. (2006). Conceptualizing and measuring cultures and their consequences: A comparative review of GLOBE’s and Hofstede’s approaches. Journal of International Business Studies, 37, 897–914.
   Web of Science ®Google Scholar
• Johnson, J. W. (2000). A heuristic method for estimating the relative weight of predictor variables in multiple regression. Multivariate Behavioral Research, 35, 1–19.
   PubMed Web of Science ®Google Scholar
• Johnson, J. W., & LeBreton, J. M. (2004). History and use of relative importance indices in organizational research. Organizational Research Methods, 7, 238–257.
   Web of Science ®Google Scholar
• Judge, T. A., & Piccolo, R. F. (2004). Transformational and transactional leadership: A meta-analytic test of their relative validity. Journal of Applied Psychology, 89, 755–768.
   PubMed Web of Science ®Google Scholar
• Jung, D. I., Chow, C., & Wu, A. (2003). The role of transformational leadership in enhancing organizational innovation: Hypotheses and some preliminary findings. The Leadership Quarterly, 14, 525–544.
   Web of Science ®Google Scholar
• Jyoti, J., & Dev, M. (2015). The impact of transformational leadership on employee creativity: The role of learning orientation. Journal of Asia Business Studies, 9, 78–98.
   Web of Science ®Google Scholar
• Kanungo, R. N. (2001). Ethical values of transactional and transformational leaders. Canadian Journal of Administrative Sciences, 18, 257–265.
   Web of Science ®Google Scholar
• Kark, R., Van Dijk, D., & Vashdi, D. R. (2018). Motivated or demotivated to be creative: The role of self‐regulatory focus in transformational and transactional leadership processes. Applied Psychology, 67, 186–224.
   Web of Science ®Google Scholar
• Kaufman, J. C. (2006). Self‐reported differences in creativity by ethnicity and gender. Applied Cognitive Psychology, 20, 1065–1082.
   Web of Science ®Google Scholar
• Kehr, H. M. (2004). Integrating implicit motives, explicit motives, and perceived abilities: The compensatory model of work motivation and volition. Academy of Management Review, 29, 479–499.
   Web of Science ®Google Scholar
• Keller, R. T. (2006). Transformational leadership, initiating structure, and substitutes for leadership: A longitudinal study of research and development project team performance. The Journal of Applied Psychology, 91, 202–210.
   PubMed Web of Science ®Google Scholar
• Kiazad, K., Restubog, S. L. D., Zagenczyk, T. J., Kiewitz, C., & Tang, R. L. (2010). In pursuit of power: The role of authoritarian leadership in the relationship between supervisors’ Machiavellianism and subordinates’ perceptions of abusive supervisory behavior. Journal of Research in Personality, 44, 512–519.
   Web of Science ®Google Scholar
• Kiewitz, C., Restubog, S. L. D., Shoss, M. K., Garcia, P. R. J. M., & Tang, R. L. (2016). Suffering in silence: Investigating the role of fear in the relationship between abusive supervision and defensive silence. The Journal of Applied Psychology, 101, 731–742. Retrieved from https://psycnet.apa.org/doi/10.1037/apl0000074
   PubMed Web of Science ®Google Scholar
• Kim, J. G., & Lee, S. Y. (2011). Effects of transformational and transactional leadership on employees’ creative behaviour: Mediating effects of work motivation and job satisfaction. Asian Journal of Technology Innovation, 19, 233–247.
   Web of Science ®Google Scholar
• Kim, M., Beehr, T. A., & Prewett, M. S. (2018). Employee responses to empowering leadership: A meta-analysis. Journal of Leadership & Organizational Studies, 25, 257–276.
   Web of Science ®Google Scholar
• Kirkman, B. L., Chen, G., Farh, J. L., Chen, Z. X., & Lowe, K. B. (2009). Individual power distance orientation and follower reactions to transformational leaders: A cross-level, cross-cultural examination. Academy of Management Journal, 52, 744–764.
   Web of Science ®Google Scholar
• Kirkman, B. L., & Rosen, B. (1999). Beyond self-management: Antecedents and consequences of team empowerment. Academy of Management Journal, 42, 58–74.
   Web of Science ®Google Scholar
• Klijn, M., & Tomic, W. (2010). A review of creativity within organizations from a psychological perspective. Journal of Management Development, 29, 322–343.
   Google Scholar
• Kurtessis, J. N., Eisenberger, R., Ford, M. T., Buffardi, L. C., Stewart, K. A., & Adis, C. S. (2017). Perceived organizational support: A meta-analytic evaluation of organizational support theory. Journal of Management, 43, 1854–1884.
   Web of Science ®Google Scholar
• LeBreton, J. M., & Tonidandel, S. (2008). Multivariate relative importance: Extending relative weight analysis to multivariate criterion spaces. The Journal of Applied Psychology, 93, 329–345.
   PubMed Web of Science ®Google Scholar
• Lee, A., Lyubovnikova, J., Tian, A. W., & Knight, C. (2019). Servant leadership: A meta‐analytic examination of incremental contribution, moderation, and mediation. Journal of Occupational and Organizational Psychology. doi:10.1111/joop.12265
   PubMed Web of Science ®Google Scholar
• Lee, A., Martin, R., Thomas, G., Guillaume, Y., & Maio, G. R. (2015). Conceptualizing leadership perceptions as attitudes: Using attitude theory to further understand the leadership process. The Leadership Quarterly, 26, 910–934.
   Web of Science ®Google Scholar
• Lee, A., Willis, S., & Tian, A. W. (2018). Empowering leadership: A meta‐analytic examination of incremental contribution, mediation, and moderation. Journal of Organizational Behavior, 39, 306–325.
   Web of Science ®Google Scholar
• Lee, J. (2008). Effects of leadership and leader-member exchange on innovativeness. Journal of Managerial Psychology, 23, 670–687.
   Web of Science ®Google Scholar
• Lemoine, G. J., Hartnell, C. A., & Leroy, H. (2019). Taking stock of moral approaches to leadership: An integrative review of ethical, authentic, and servant leadership. Academy of Management Annals, 13, 148–187.
   Web of Science ®Google Scholar
• Li, M., & Zhang, P. (2016). Stimulating learning by empowering leadership: Can we achieve cross-level creativity simultaneously? Leadership & Organization Development Journal, 37, 1168–1186.
   Web of Science ®Google Scholar
• Li, V., Mitchell, R., & Boyle, B. (2016). The divergent effects of transformational leadership on individual and team innovation. Group & Organization Management, 41, 66–97.
   Web of Science ®Google Scholar
• Li, Y., & Sun, J. M. (2015). Traditional chinese leadership and employee voice behavior: A cross-level examination. The Leadership Quarterly, 26, 172–189.
   Web of Science ®Google Scholar
• Liao, H., Liu, D., & Loi, R. (2010). Looking at both sides of the social exchange coin: A social cognitive perspective on the joint effects of relationship quality and differentiation on creativity. Academy of Management Journal, 53, 1090–1109.
   Web of Science ®Google Scholar
• Liao, S. H., Fei, W. C., & Chen, C. C. (2007). Knowledge sharing, absorptive capacity and innovation capability: An empirical study of Taiwan’s knowledge-intensive industries. Journal of Information Science, 33, 340–359.
   Web of Science ®Google Scholar
• Liden, R. C., Sparrowe, R., & Wayne, S. J. (1997). Leader–Member exchange theory: The past and potential for the future. Research in Personnel and Human Resources Management, 15, 47–119.
   Google Scholar
• Lin, W., Ma, J., Zhang, Q., Li, J. C., & Jiang, F. (2018). How is benevolent leadership linked to employee creativity? The mediating role of leader–Member exchange and the moderating role of power distance orientation. Journal of Business Ethics, 152, 1099–1115.
   Web of Science ®Google Scholar
• Magadley, W., & Birdi, K. (2012). Two sides of the innovation coin? An empirical investigation of the relative correlates of idea generation and idea implementation. International Journal of Innovation Management, 16, 1–28.
   Google Scholar
• Mainemelis, C., Kark, R., & Epitropaki, O. (2015). Creative leadership: A multi-context conceptualization. The Academy of Management Annals, 9, 393–482.
   Web of Science ®Google Scholar
• Malik, M. A. R., Butt, A. N., & Choi, J. N. (2015). Rewards and employee creative performance: Moderating effects of creative self‐efficacy, reward importance, and locus of control. Journal of Organizational Behavior, 36, 59–74.
   Web of Science ®Google Scholar
• Martin, R., Guillaume, Y., Thomas, G., Lee, A., & Epitropaki, O. (2016). Leader-member exchange (LMX) and performance: A meta-analytic review. Personnel Psychology, 69, 67–121.
   Web of Science ®Google Scholar
• Meng, Y., Tan, J., & Li, J. (2017). Abusive supervision by academic supervisors and postgraduate research students’ creativity: The mediating role of leader-member exchange and intrinsic motivation. International Journal of Leadership in Education, 20, 605–617.
   Web of Science ®Google Scholar
• Miao, Q., Newman, A., & Lamb, P. (2012). Transformational leadership and the work outcomes of chinese migrant workers: The mediating effects of identification with leader. Leadership, 8, 377–395.
   Web of Science ®Google Scholar
• Miao, Q., Newman, A., Schwarz, G., & Xu, L. (2013). Participative leadership and the organizational commitment of civil servants in china: The mediating effects of trust in supervisor. British Journal of Management, 24, S76–S92.
   Web of Science ®Google Scholar
• Miles, I. (2008). Knowledge-intensive services. UK: Manchester Institute for Innovation Research, University of Manchester.
   Google Scholar
• Naseer, S., Raja, U., Syed, F., Donia, M. B. L., & Darr, W. (2016). Perils of being close to a bad leader in a bad environment: Exploring the combined effects of despotic leadership, leader member exchange, and perceived organizational politics on behaviors. The Leadership Quarterly, 27, 14–33.
   Web of Science ®Google Scholar
• Newman, A., Tse, H. M., Schwarz, G., & Nielsen, I. (2018). The effects of employees’ creative self-efficacy on innovative behavior: The role of entrepreneurial leadership. Journal of Business Research, 89, 1–9.
   Web of Science ®Google Scholar
• Ng, K.-Y., Koh, C., Ang, S., Kennedy, J. C., & Chan, K.-Y. (2011). Rating leniency and halo in multisource feedback ratings: Testing cultural assumptions of power distance and individualism-collectivism. The Journal of Applied Psychology, 96, 1033–1044.
   PubMed Web of Science ®Google Scholar
• Ng, T. W., & Feldman, D. C. (2015). Ethical leadership: Meta-analytic evidence of criterion-related and incremental validity. The Journal of Applied Psychology, 100, 948–965.
   PubMed Web of Science ®Google Scholar
• Oldham, G., & Cummings, A. (1996). Employee creativity: Personal and contextual factors at work. Academy of Management Journal, 39, 607–634.
   Web of Science ®Google Scholar
• Owens, B. P., & Hekman, D. R. (2016). Modeling how to grow: An inductive examination of humble leader behaviors, contingencies, and outcomes. Academy of Management Journal, 55, 787–818.
   Google Scholar
• Pan, W., Sun, L. Y., & Chow, I. H. S. (2012). Leader-member exchange and employee creativity: Test of a multilevel moderated mediation model. Human Performance, 25, 432–451.
   Web of Science ®Google Scholar
• Parker, S. K., Wall, T. D., & Jackson, P. R. (1997). “That’s not my job”: Developing flexible employee work orientations. Academy of Management Journal, 40, 899–929.
   Web of Science ®Google Scholar
• Pellegrini, E. K., & Scandura, T. A. (2008). Paternalistic leadership: A review and agenda for future research. Journal of Management, 34, 566–593.
   Web of Science ®Google Scholar
• Perry-Smith, J. E., & Mannucci, P. V. (2017). From creativity to innovation: The social network drivers of the four phases of the idea journey. Academy of Management Review, 42, 53–79.
   Web of Science ®Google Scholar
• Piccolo, R. F., Bono, J. E., Heinitz, K., Rowold, J., Duehr, E., & Judge, T. A. (2012). The relative predictive impact of complementary leader behaviors: Which matter most? The Leadership Quarterly, 23, 567–581.
   Web of Science ®Google Scholar
• Piirto, J. (1991). Why are there so few? (Creative women: Visual artists, mathematicians, musicians). Roeper Review, 13, 142–147.
   Google Scholar
• Podsakoff, P. M., MacKenzie, S. B., & Podsakoff, N. P. (2012). Sources of method bias in social science research and recommendations on how to control it. Annual Review of Psychology, 63, 539–569.
   PubMed Web of Science ®Google Scholar
• Prati, M. L. M., Douglas, C., Ferris, G. R., Ammeter, A. P., & Buckley, M. R. (2003). Emotional intelligence, leadership effectiveness, and team outcomes. The International Journal of Organizational Analysis, 11, 21–40.
   Google Scholar
• Rank, J., Pace, V., & Frese, M. (2004). Three avenues for future research on creativity, innovation, and initiative. Applied Psychology, 53, 518–528.
   Web of Science ®Google Scholar
• Rego, A., Sousa, F., Cunha, M. P., Correia, A., & Saur‐Amaral, I. (2007). Leader self‐reported emotional intelligence and perceived employee creativity: An exploratory study. Creativity and Innovation Management, 16, 250–264.
   Google Scholar
• Reiter-Palmon, R., & Illies, J. J. (2004). Leadership and creativity: Understanding leadership from a creative problem-solving perspective. The Leadership Quarterly, 15, 55–77.
   Web of Science ®Google Scholar
• Renko, M. (2018). Entrepreneurial Leadership. In J. Antonakis & D. V. Day (Eds.), The nature of leadership (3rd ed., pp. 381–408)). Thousand Oaks, CA: Sage Publishing.
   Google Scholar
• Renko, M., Tarabishy, A. E., Carsrud, A. L., & Brännback, M. (2015). Understanding and measuring entrepreneurial leadership style. Journal of Small Business Management, 53, 54–74.
   Web of Science ®Google Scholar
• Rickards, T., Chen, M. H., & Moger, S. (2001). Development of a self-report instrument for exploring team factor, leadership and performance relationships. British Journal of Management, 12, 243–250.
   Web of Science ®Google Scholar
• Rockstuhl, T., Dulebohn, J. H., Ang, S., & Shore, L. M. (2012). Leader–Member exchange (LMX) and culture: A meta-analysis of correlates of LMX across 23 countries. The Journal of Applied Psychology, 97, 1097–1130.
   PubMed Web of Science ®Google Scholar
• Rosing, K., Frese, M., & Bausch, A. (2011). Explaining the heterogeneity of the leadership-innovation relationship: Ambidextrous leadership. The Leadership Quarterly, 22, 956–974.
   Web of Science ®Google Scholar
• Schyns, B., & Schilling, J. (2013). How bad are the effects of bad leaders? A meta-analysis of destructive leadership and its outcomes. The Leadership Quarterly, 24, 138–158.
   Web of Science ®Google Scholar
• Scott, S. G., & Bruce, R. A. (1994). Determinants of innovative behavior: A path model of individual innovation in the workplace. Academy of Management Journal, 37, 580–607.
   Web of Science ®Google Scholar
• Scott, S. G., & Bruce, R. A. (1998). Following the leader in R&D: The joint effect of subordinate problem-solving style and leader-member relations on innovative behavior. Engineering Management, IEEE Transactions, 45, 3–10.
   Google Scholar
• Seibert, S. E., Kraimer, M. L., & Liden, R. C. (2001). A social capital theory of career success. Academy of Management Journal, 44, 219–237.
   Web of Science ®Google Scholar
• Shaffer, J. A., DeGeest, D., & Li, A. (2016). Tackling the problem of construct proliferation: A guide to assessing the discriminant validity of conceptually related constructs. Organizational Research Methods, 19, 80–110.
   Web of Science ®Google Scholar
• Shalley, C. E., & Gilson, L. L. (2004). What leaders need to know: A review of social and contextual factors that can foster or hinder creativity. The Leadership Quarterly, 15, 33–53.
   Web of Science ®Google Scholar
• Shin, S. J., & Zhou, J. (2003). Transformational leadership, conservation, and creativity: Evidence from Korea. The Academy of Management Journal, 46, 703–714.
   Web of Science ®Google Scholar
• Slåtten, T. (2014). Determinants and effects of employee’s Creative Self-efficacy on innovative activities. International Journal of Quality and Service Sciences, 6, 326–347.
   Google Scholar
• Sosik, J. J., Kahai, S. S., & Avolio, B. J. (1999). Leadership style, anonymity, and creativity in group decision support systems: The mediating role of optimal flow. The Journal of Creative Behavior, 33, 227–256.
   Web of Science ®Google Scholar
• Srivastava, A., Bartol, K. M., & Locke, E. A. (2006). Empowering leadership in management teams: Effects on knowledge sharing, efficacy, and performance. Academy of Management Journal, 49, 1239–1251.
   Web of Science ®Google Scholar
• Sun, L. Y., Zhang, Z., Qi, J., & Chen, Z. (2012). Empowerment and creativity: A cross-level investigation. The Leadership Quarterly, 23, 55–65.
   Web of Science ®Google Scholar
• Tepper, B. J. (2000). Consequences of abusive supervision. Academy of Management Journal, 43, 178–190.
   Web of Science ®Google Scholar
• Terpstra, D. E., & Rozell, E. J. (1993). The relationship of staffing practices to organizational level measures of performance. Personnel Psychology, 46, 27–48.
   Web of Science ®Google Scholar
• Tierney, P., & Farmer, S. M. (2002). Creative self-efficacy: Its potential antecedents and relationship to creative performance. Academy of Management Journal, 45, 1137–1148.
   Web of Science ®Google Scholar
• Tonidandel, S., & LeBreton, J. M. (2011). Relative importance analysis: A useful supplement to regression analysis. Journal of Business and Psychology, 26, 1–9.
   Web of Science ®Google Scholar
• Turunc, O., Celik, M., Tabak, A., & Kabak, M. (2010). The impact of transformational leadership and contingent reward leadership styles on innovative behavior: Mediating role of leader-member exchange quality. International Journal of Business and Management Studies, 2, 69–79. Retrieved from http://dergipark.org.tr/ijbms/issue/26070/274758
   Google Scholar
• Tyler, T. R., Lind, E. A., & Huo, Y. J. (2000). Cultural values and authority relations: The psychology of conflict resolution across cultures. Psychology, Public Policy, and Law, 6, 1138–1163.
   Web of Science ®Google Scholar
• Van Dyne, L., Jehn, K. A., & Cummings, A. (2002). Differential effects of strain on two forms of work performance: Individual employee sales and creativity. Journal of Organizational Behavior, 23, 57–74.
   Web of Science ®Google Scholar
• Van Knippenberg, D., & Sitkin, S. B. (2013). A critical assessment of charismatic-transformational leadership research: Back to the drawing board? The Academy of Management Annals, 7, 1–60.
   Web of Science ®Google Scholar
• Von Nordenflycht, A. (2010). What is a professional service firm? Toward a theory and taxonomy of knowledge-intensive firms. Academy of Management Review, 35, 155–174.
   Web of Science ®Google Scholar
• Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. (2008). Authentic leadership: Development and validation of a theory-based measure. Journal of Management, 34, 89–126.
   Web of Science ®Google Scholar
• Wang, D., Xue, H., & Su, H. (2010). Influence of work support on employee creativity: An empirical examination in the Peoples Republic of China. African Journal of Business Management, 4, 1546–1553.
   Google Scholar
• Wang, G., Oh, I. S., Courtright, S. H., & Colbert, A. E. (2011). Transformational leadership and performance across criteria and levels: A meta-analytic review of 25 years of research. Group and Organization Management, 36, 223–270.
   Web of Science ®Google Scholar
• Watts, L. L., Steele, L. M., & Den Hartog, D. N. (2019). Uncertainty avoidance moderates the relationship between transformational leadership and innovation: A meta-analysis. Journal of International Business Studies. doi:10.1057/s41267-019-00242-8
   Google Scholar
• Wei, F., Yuan, X., & Di, Y. (2010). Effects of transactional leadership, psychological empowerment and empowerment climate on creative performance of subordinates: A cross-level study. Frontiers of Business Research in China, 4, 29–46.
   Google Scholar
• Whitener, E. M. (1990). Confusion of confidence intervals and credibility intervals in meta-analysis. Journal of Applied Psychology, 75, 315–321.
   Web of Science ®Google Scholar
• Wu, T. Y., & Hu, C. (2009). Abusive supervision and employee emotional exhaustion: Dispositional antecedents and boundaries. Group & Organization Management, 34, 143–169.
   Web of Science ®Google Scholar
• Xu, E., Huang, X., Lam, C. K., & Miao, Q. (2012). Abusive supervision and work behaviors: The mediating role of LMX. Journal of Organizational Behavior, 33, 531–543.
   Web of Science ®Google Scholar
• Yukl, G. (1999). An evaluation of conceptual weaknesses in transformational and charismatic leadership theories. The Leadership Quarterly, 10, 285–305.
   Web of Science ®Google Scholar
• Zhang, X., & Bartol, K. M. (2010). Linking empowering leadership and employee creativity: The influence of psychological empowerment, intrinsic motivation, and creative process management. Academy of Management Journal, 53, 107–128.
   Web of Science ®Google Scholar
• Zhou, J., & George, J. M. (2001). When job dissatisfaction leads to creativity: Encouraging the expression of voice. Academy of Management Journal, 44, 682–696.
   Web of Science ®Google Scholar
• Zhou, J., & Hoever, I. J. (2014). Research on workplace creativity: A review and redirection. Annual Review of Organizational Psychology & Organizational Behavior, 1, 333–359.
   Google Scholar
• Zhou, J., & Shalley, C. E. (2003). Research on employee creativity: A critical review and directions for future research. Research in Personnel and Human Resources Management, 22, 165–218.
   Google Scholar