Liderado transformador, engagement e creatividade no contexto de pemes intensivas en coñecemento
-
1
Universidade de Santiago de Compostela
info
ISSN: 1132-2799
Ano de publicación: 2018
Volume: 27
Número: 1
Páxinas: 65-82
Tipo: Artigo
Outras publicacións en: Revista galega de economía: Publicación Interdisciplinar da Facultade de Ciencias Económicas e Empresariais
Resumo
A creatividade individual constitúe un input fundamental para a innovación e acompetitividade das pemes intensivas en tecnoloxía e coñecemento. Este artigo consideraque os supervisores cun estilo de liderado transformador poden estimular a creatividadedos empregados mediante o engagement. Os resultados do estudo, contrastado medianteecuacións estruturais nunha mostra de empregados de pemes intensivas en tecnoloxía ecoñecemento, así o confirman. Este achado supón importantes implicacións para adirección das pemes intensivas en tecnoloxía e coñecemento que se enfronta ao desafío depotenciar a creatividade dos empregados.
Referencias bibliográficas
- Agarwal, U. A.; Datta, S.; Blake-Beard, S.; Bhargava, S. (2012): “Linking LMX, innovative work behaviour and turnover intentions: The mediating role of work engagement”, Career Development International, 17(3), pp. 208-230.
- Amabile, T. M. (1997): “Motivating creativity in organizations: On doing what you love and loving what you do”, California Management Review, 40(1), pp. 39-58.
- Amabile, T. M.; Conti, R.; Coon, H.; Lazenby, J.; Herron, M. (1996): “Assesing the work environment for creativity”. Academy of Management Journal, 39(5), pp. 1154-1184.
- Amabile, T. M.; Barsade, S. G.; Mueller, J. S.; Staw, B. M. (2005): “Affect and creativity at work”, Administrative Science Quarterly, 50(3), pp. 367-403.
- Anderson, N.; Potocnik, K.; Zhou, J. (2014): “Innovation and creativity in organizations: A state-of-the-science review, prospective commentary, and guiding framework”, Journal of Management, 40(5), pp. 1297-1333.
- Aryee, S.; Walumbwa, F. O.; Zhou, Q.; Hartnell, C. A. (2012): “Transformational leadership, innovative behavior, and task performance: Test of mediation and moderation processes”, Human Performance, 25(1), pp. 1-25.
- Atwater, L.; Carmeli, A. (2009): “Leader–member exchange, feelings of energy, and involvement in creative work”, The Leadership Quarterly, 20(3), pp. 264-275.
- Baas, M.; De Dreu, C. K.; Nijstad, B. A. (2008): “A meta-analysis of 25 years of moodcreativity research: Hedonic tone, activation, or regulatory focus?”, Psychological Bulletin, 134(6), pp. 779-806.
- Baer, M.; Oldham, G. R. (2006): “The curvilinear relation between experienced creative time pressure and creativity: Moderating effects of openness to experience and support for creativity”, Journal of Applied Psychology, 91(4), pp. 963-970.
- Bakker, A. B.; Xanthopoulou, D. (2013): “Creativity and charisma among female leaders: The role of resources and work engagement”, International Journal of Human Resource Management, 24(14), pp. 2760-2779.
- Bass, B. M. (1990): “From transactional to transformational leadership: Learning to share the vision”, Organizational Dynamics, 18(3), pp. 19-31.
- Bass, B. M.; Riggio, R. E. (2006). Transformational leadership (2nd ed.). Mahwah, NJ: Lawrence Erlbaum Associates.
- Binyamin, G.; Carmeli, A. (2010): “Does structuring of human resource management processes enhance employee creativity. The mediating role of psychological availability”, Human Resource Management, 49(6), pp. 999-1024.
- Bommer, M.; Jalajas, D. (2002): “The innovation work environment of high–tech SMEs in the USA and Canada”, R&D Management, 32(5), pp. 379-386.
- Breevaart, K.; Bakker, A. B.; Hetland, J.; Demerouti, E.; Olsen, O. K.; Espevik, R. (2014): “Daily transactional and transformational leadership and daily employee engagement”, Journal of Occupational and Organizational Psychology, 87(1), pp.138-157.
- Carasco-Saul, M.; Kim, W.; Kim, T. (2015): “Leadership and employee engagement proposing research agendas through a review of literature”, Human Resource Development Review, 14(1), pp. 38-63.
- Carless, S. A.; Wearing, A. J.; Mann, L. (2000): “A short measure of transformation leadership”, Journal of Business & Psychology, 14(3), pp. 389-406.
- Carmeli, A.; Sheaffer, Z.; Binyamin, G.; Reiter-Palmon, R.; Shimoni, T. (2014): “Transformational leadership and creative problem-solving: The mediating role of psychological safety and reflexivity”, The Journal of Creative Behavior, 48(2), pp. 115-135.
- Chang, H.-T.; Hsu, H.-M.; Liou, J.-W.; Tsai, C.-T. (2013): “Psychological contracts and innovative behavior: A moderated path analysis of work engagement and job resources”, Journal of Applied Social Psychology, 43(10), pp. 2120-2135.
- Cohen-Meitar, R.; Carmeli, A.; Waldman, D. A. (2009): “Linking meaningfulness in the workplace to employee creativity: The intervening role of organizational identification and positive psychological experiences”, Creativity Research Journal, 21(4), pp. 361-375.
- Crawford, E. R.; Rich, B. L.; Buckman, B.; Bergeron, J. (2014): “The antecedents and drivers of employee engagement”, en C. Truss, R. Delbridge, K. Alfes, A. Shantz y E. Soane (ed.): Employee Engagement in Theory and Practice, pp. 57-81, London and New York: Routledge.
- Deci, E. L.; Ryan, R. M. (2000): “The" what" and" why" of goal pursuits: Human needs and the self-determination of behavior”, Psychological Inquiry, 11(4), pp. 227-268.
- De Dreu, C. K.; Baas, M.; Nijstad, B. A. (2008): “Hedonic tone and activation level in the mood-creativity link: Toward a dual pathway to creativity model”, Journal of Personality and Social Psychology, 94(5), pp. 739-756.
- Desmarchelier, B.; Djellal, F.; Gallouj, F. (2013): “Knowledge intensive business services and long term growth”, Structural Change and Economic Dynamics, 25, pp. 188-205.
- Eldor, L.; Harpaz, I. (2016): “A process model of employee engagement: The learning climate and its relationship with extra-role performance behaviors”, Journal of Organizational Behavior, 37(2), pp. 213-235.
- Ericsson, K. A. (1999): “Creative expertise as superior reproducible performance: Innovative and flexible aspects of expert performance”, Psychological Inquiry, 10(4), pp. 329-361.
- Frazier, M. L.; Fainshmidt, S.; Klinger, R. L.; Pezeshkan, A.; Vracheva, V. (2017): “Psychological safety: A meta-analytic review and extension”, Personnel Psychology, 70(1), pp. 113-165.
- Fredrickson, B. L. (2001): “The role of positive emotions in positive psychology: The broaden-and-build theory of positive emotions”, American Psychologist, 56(3), pp. 218-226.
- Greer, C. R.; Carr, J. C.; Hipp, L. (2016): “Strategic staffing and small-firm performance”, Human Resource Management, 55(4), pp. 741–764.
- Hair, J. F.; Black, W. C.; Babin, B. J.; Anderson, R. E. (2010): Multivariate data analysis.7th ed. Prentice Hall, Englewood Cliffs.
- Hayes, A. F. (2009): “Beyond Baron and Kenny: Statistical mediation analysis in the new millennium”, Communication Monographs, 76(4), pp. 408-420.
- Henker, N.; Sonnentag, S.; Unger, D. (2015): “Transformational leadership and employee creativity: The mediating role of promotion focus and creative process engagement”, Journal of Business and Psychology, 30(2), pp. 235-247.
- Hiller, N. J.; DeChurch, L. A.; Murase, T.; Doty, D. (2011): “Searching for outcomes of leadership: A 25-year review”, Journal of Management, 37(4), pp. 1137-1177.
- Jaiswal, N. K.; Dhar, R. L. (2016): “Fostering employee creativity through transformational leadership: Moderating role of creative self-efficacy”, Creativity Research Journal, 28(3), pp. 367-371.
- Judge, T. A.; Piccolo, R. F. (2004): “Transformational and transactional leadership: A metaanalytic test of their relative validity”, Journal of Applied Psychology, 89(5), pp. 755-768.
- Kahn, W. A. (1990): “Psychological conditions of personal engagement and disengagement at work”, Academy of Management Journal, 33(4), pp. 692-724.
- Kark, R.; Carmeli, A. (2009): “Alive and creating: the mediating role of vitality and aliveness in the relationship between psychological safety and creative work involvement”, Journal of Organizational Behavior, 30(6), pp. 785-804.
- Kark, R.; Shamir, B.; Chen, G. (2003): “The two faces of transformational leadership: empowerment and dependency”, Journal of Applied Psychology, 88(2), pp. 246-255.
- Katz, J.; Aldrich, H.; Welbourne, T. M.; Williams, P. M. (2000): “Guest editor’s comments special issue on human resource management and the SME: Toward a new synthesis”, Entrepreneurship Theory and Practice, 25(1), pp. 7-10.
- Kopperud, K. H.; Martinsen, Ø.; Humborstad, S. I. W. (2014): “Engaging leaders in the eyes of the beholder on the relationship between transformational leadership, work engagement, service climate, and self–other agreement”, Journal of Leadership & Organizational Studies, 21(1), pp. 29-42.
- Kovjanic, S.; Schuh, S. C.; Jonas, K. (2013): “Transformational leadership and performance: An experimental investigation of the mediating effects of basic needs satisfaction and work engagement”, Journal of Occupational & Organizational Psychology, 86(4), pp. 543-555.
- Kovjanic, S.; Schuh, S. C.; Jonas, K.; Quaquebeke, N. V.; van Dick, R. (2012): “How do transformational leaders foster positive employee outcomes? A self-determination-based analysis of employees' needs as mediating links”, Journal of Organizational Behavior, 33(8), pp. 1031-1052.
- Macey, W. H.; Schneider, B. (2008): “The meaning of employee engagement”, Industrial and Organizational Psychology, 1(1), pp. 3-30.
- Matzler, K.; Schwarz, E.; Deutinger, N.; Harms, R. (2008): “The Relationship between transformational leadership, product innovation and performance in SMEs”, Journal of Small Business and Entrepreneurship, 21(2), pp. 139-151,251.
- May, D. R.; Gilson, R. L.; Harter, L. M. (2004): “The psychological conditions of meaningfulness, safety and availability and the engagement of the human spirit at work”, Journal of Occupational and Organizational Psychology, 77(1), pp. 11-37.
- Messersmith, J. G.; Guthrie, J. P. (2010): “High performance work systems in emergent organizations: Implications for firm performance”, Human Resource Management, 49(2), pp. 241264.
- Mesu, J.; Sanders, K.; van Riemsdijk, M. (2015): “Transformational leadership and organisational commitment in manufacturing and service small to medium-sized enterprises: The moderating effects of directive and participative leadership”, Personnel Review, 44(6), pp. 970-990.
- Pajo, K.; Coetzer, A.; Guenole, N. (2010): “Formal development opportunities and withdrawal behaviors by employees in small and medium-sized enterprises”, Journal of Small Business Management, 48(3), pp. 281-301.
- 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(1), pp. 539-569.
- Rauch, A.; Hatak, I. (2016): “A meta-analysis of different HR-enhancing practices and performance of small and medium sized firms”, Journal of Business Venturing, 31(5), pp. 485-504.
- Rich, B. L.; Lepine, J. A.; Crawford, E. R. (2010): “Job engagement: Antecedents and effects on job performance”, Academy of Management Journal, 53(3), pp. 617-635.
- Saks, A. M.; Gruman, J. A. (2014): “What do we really know about employee engagement?”, Human Resource Development Quarterly, 25(2), pp. 155-182.
- Salanova, M.; Schaufeli, W. B. (2008): “A cross-national study of work engagement as a mediator between job resources and proactive behavior”, International Journal of Human Resource Management, 19(1), pp. 116-131.
- Shamir, B.; House, R. J.; Arthur, M. B. (1993): “The motivational effects of charismatic leadership: A self-concept based theory”, Organization Science, 4(4), pp. 577-594.
- Shin, S. J.; Zhou, J. (2003): “Transformational leadership, conservation, and creativity: Evidence from Korea”, Academy of Management Journal, 46(6), pp. 703-714.
- Spector, P. E. (2006): “Method variance in organizational research truth or urban legend?”, Organizational Research Methods, 9(2), pp. 221-232.
- Tims, M.; Bakker, A. B.; Xanthopoulou, D. (2011): “Do transformational leaders enhance their followers' daily work engagement?”, The Leadership Quarterly, 22(1), pp. 121-131.
- Tse, H.; Huang, X.; Lam, W. (2013): “Why does transformational leadership matter for employee turnover? A multi-foci social exchange perspective”, Leadership Quarterly, 24(5), pp. 763-776.
- Vincent-Höper, S.; Muser, C.; Janneck, M. (2012): “Transformational leadership, work engagement, and occupational success”, Career Development International, 17(7), pp. 663-682.
- Vogelgesang, G. R.; Leroy, H.; Avolio, B. J. (2013): “The mediating effects of leader integrity with transparency in communication and work engagement/performance”, The Leadership Quarterly, 24(3), pp. 405-413.
- 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 & Organization Management, 36(2), pp. 223-270.
- Zhang, X.; Bartol, K. M. (2010): “Linking empowering leadership and employee creativity: The influence of psychological empowerment, intrinsic motivation, and creative process engagement”, Academy of Management Journal, 53(1), pp. 107-128.
- Zhu, W.; Newman, A.; Miao, Q.; Hooke, A. (2013): “Revisiting the mediating role of trust in transformational leadership effects: Do different types of trust make a difference?”, The Leadership Quarterly, 24(1), pp. 94-105.