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Creativity has long been defined in terms of novelty and usefulness. Surprisingly, however, there is relatively little agreement about the precise meaning of either dimension, the relationship between them, or the process through which they are produced. In this paper, we explore how novelty and usefulness have been used explicitly and implicitly in the creativity literature to reveal three ways to understand the definitional constructs. We propose that these three understandings give rise to distinct but interrelated forms of creativity: creativity as maximization, creativity as balance, and creativity as integration. Each form provides a different way of answering the question: What is creativity? We further theorize that the forms are shaped by the distal relations between novelty and usefulness, context, and process. Fundamentally, our theory suggests that developing a creative outcome for a distant alternative reality is a different form of creativity than developing an idea grounded in the present, so that as creators move through space and time, they also move through different forms of creativity. Our meta-theory furthers our understanding of creativity by revealing the centrality of usefulness in defining creativity, opening up the dynamics of the creative process, and highlighting interdependencies between ideas and context. [ABSTRACT FROM AUTHOR]

Copyright of Environmental & Social Management Journal / Revista de Gestão Social e Ambiental is the property of Environmental & Social Management Journal and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

The evidence of the effect of leadership on creativity of research and development (R&D) employees has been both limited and debated. Some research indicates that leadership is unnecessary in an R&D setting, whereas other studies argue that it remains essential even in such environments. Thus, this study seeks to examine the relationship between transformational leadership and creativity of scientists, as well as the mediating role of psychological empowerment between transformational leadership and scientists' creativity. The research is based on a sample of 357 scientists employed in various public sector R&D laboratories in India. Structural equation modelling techniques, utilising SmartPLS software, were employed to evaluate the relationships among the different constructs. The results indicate that both transformational leadership and psychological empowerment have a significant positive effect on scientists' creativity. Scientists' psychological empowerment has a significant positive impact on their creativity. Furthermore, psychological empowerment was found to mediate the relationship between transformational leadership and scientists' creativity. This study provides valuable insights for public sector R&D leadership, highlights the role of psychological empowerment, and discusses implications for fostering creativity among R&D scientists. [ABSTRACT FROM AUTHOR]

In the context of the retail business, rarely studied the impact of top transformation leaders on middle management personnel creativity. In this study, the middle management personnel of 258 retail enterprises were discussed, explored the impact of top transformation leaders on the double-dimensional creativity of middle management personnel, and analyzed individual psychological security. Results show that transformational leadership (morale modeling, visionary motivation, individualized consideration, and charisma) has a significant positive impact on the progressive creativity and breakthrough creativity of middle managers. Transformational leadership (Same as the above four dimensions) has a significant positive impact on the psychological security of middle managers. Psychological security has a significant positive impact on the progressive creativity and breakthrough creativity of middle managers. Psychological security plays a partially mediating role between transformational leadership and the creativity of middle managers. Among which, it plays a partially mediating role between morale modeling and progressive creativity, visionary motivation and progressive creativity, individualized consideration and progressive creativity, charisma and progressive creativity, morale modeling and breakthrough creativity, and charisma and breakthrough creativity, while it plays a fully mediating role between visionary motivation and breakthrough creativity, individualized consideration and breakthrough creativity. This study expanded the study of psychological security as an intermediary variable and deepened the study of dual-dimensional creativity. Based on the above conclusions, this paper puts forward relevant suggestions to promote the development of progressive creativity and breakthrough creativity of middle-level managers, to provide a reference for enterprises to maintain talent advantages and for managers to enhance development potential. [ABSTRACT FROM AUTHOR]

Research Aims: This study examines the mediating effect of psychological empowerment on the relationship between transformational leadership and employee creativity in a financial organisation in Peninsular Malaysia. Design/Methodology/Approach: Quantitative methods were employed in this study. Two hundred questionnaires were distributed to employees of Islamic financial institutions in Malaysia. Of these, only 153 questionnaires were usable. Random sampling and partial least squares structural equation modelling (PLS-SEM) techniques were utilised in data analysis. Research Findings: The results of the analysis showed that psychological empowerment had an indirect effect on the impact of transformational leadership on employee creativity in the organisation under study. Theoretical Contribution/Originality: The result aligned with Spreitzer's (1995) concept of self-motivation through increasing self-esteem and modifying resilience, which promotes motivational behaviour in organisations. Managerial Implication in the South East Asian Context: Transformational leadership has been shown to be effective in addressing crises in organisational management. Leadership that applies this concept is able to sustain the organisation and its competitiveness over time, especially in Asia. Research Limitation & Implications: During the duration of this research, the data were collected only once. The sample for this study was obtained from a single organisation, and the only method used to collect data was a questionnaire. In times of globalisation and economic turmoil, practitioners can use the findings of this study to practice transformational leadership to sustain and support the vision and mission of an organisation. [ABSTRACT FROM AUTHOR]

BACKGROUND AND OBJECTIVES: The current study investigates green transactional leadership for the first time in order to understand leader-follower relations in studying green behavior in higher education institutions. The aim of this study is to investigate the dynamic relationship between green transformational leadership, green transactional leadership and green creativity that are mediated by green intrinsic motivation. METHODS: This study used adapted constructs from previous environmental research as well as a newly-developed green transactional leadership construct. Responses were obtained from university students working on their final-year projects. In order to evaluate the model, partial least squares structural equation modeling using Measurement model assessment was used to validate the structural and measurement model. FINDINGS: Findings indicate that green intrinsic motivation significantly influences the relationship between green transformational leadership and green creativity (Beta=0.321; t=3.129), as well as green transactional leadership and green creativity (Beta=0.114; t=2.322). However, green transformational leadership is a stronger predictor in comparison to green transactional leadership in nurturing green creativity among students to provide viable solutions to existing products/processes. The R2 or contribution given by green transformational leadership and green transactional leadership on green creativity was 45.7 percent while the contribution of green transformational leadership, green transactional leadership and green creativity on green intrinsic motivation was 57.7 percent. CONCLUSION: Policy makers must focus their attention on promoting green transactional and transformational leadership that will directly enhance students' motivation to promote the green creativity through innovative product/service model innovation. [ABSTRACT FROM AUTHOR]

Copyright of Journal of Application Business & Management / Jurnal Aplikasi Bisnis dan Manajemen is the property of IPB University and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

This study aims to investigate the relationships among transformational leadership, followers' innovative behavior, commitment to change, and organizational support for creativity. First, we examine the mediating role of commitment to change in the relationship between transformational leadership and followers' innovative behavior, using both objective and subjective measures. Our results reveal that commitment to change indeed mediates this relationship. Second, we analyze whether the link between commitment to change and followers' innovative behavior is moderated by organizational support for creativity. We find that this relationship is stronger for individuals with high organizational support for creativity compared to those with low support. Empirical analysis was conducted using data collected from 535 managers in 11 subsidiaries of a financial institution in South Korea. This study contributes to the management discipline by resolving mixed outcomes between transformational leadership and followers' innovation and highlighting the influence of commitment to change and perceived organizational support for creativity on innovative behavior. [ABSTRACT FROM AUTHOR]

Orientation: It is scientifically questionable whether a predominantly Western construct and instrument could be used in the culturally diverse South African context. The sound measurement of transformational leadership in a multicultural context with the Transformational Leadership Questionnaire (TLQ), developed by Podsakoff et al. (1990), is studied from an etic perspective. Research purpose: Our study aimed to investigate the TLQ in terms of its construct validity. The instrument was developed outside the South African and the broader African and context; our study thus adopted an etic approach. Motivation: The psychometric properties of the TLQs are examined through a contextual lens (the South African context), building on the previously conducted work of Podsakoff et al. (1990) and Podsakoff et al. (2012). Research approach: This research employed a typical empirical paradigm using a cross-sectional design and quantitative analysis. The sample comprised 3805 respondents. A multi-factorial model was explored and confirmed using exploratory factor analysis (EFA) and confirmatory factor analysis (CFA). The results support the original conceptualisation of the overall construct, but with an adjusted factorisation. Main findings: Two factors of transformational leadership were confirmed, namely leadership focused on organisational, group and individual transformation and leadership focused on creativity and innovation. Good psychometric properties, in terms of good fit and acceptable levels of convergent and discriminant validity were reported for a two-factor model. Implications and contribution: Our study established a valid measure of transformational leadership from an etic approach. The necessity for our study originated from the diverse nature of the South African workforce. Participants from both the private and public sectors were included in our study. [ABSTRACT FROM AUTHOR]

Introduction: Leadership is pragmatically linked to innovation adoption and implementation at a team level, as managers oversee the strategic decisions and policymaking, control resources, and moderate the scanning and searching of the environment. The paper attempts to provide new concepts and examines theoretical and practical implications to better understand how the leadership role is executed in an R&D environment to foster team creativity and innovation. Methods: A quantitative analysis was plausible over qualitative research mainly because the survey was conducted using a single technique, employing a questionnaire that was selected after checking the principal component analysis (PCA) and confirmatory factor analysis (CFA). Results: The findings show that the production of ideas positively impacts leadership, leading to growth and competitive advantage for the organization. Also, the PMEG (people, means, effects, goals) framework will positively impact leadership as leaders focus on those factorsthat influence an individual's attitudes, behaviors, and interactions between groups. Discussion: The paper highlights the involvement of R&D organizations and groups in developing innovative products, services, technologies, and processes that further positively impact a team. This study is the first to highlight the role of the PMEG framework with the factors that influence an individual's attitudes, behaviors, and interactions between groups. The study's main contribution is to explore creativity as a potential mediator for leadership-organizational innovation. [ABSTRACT FROM AUTHOR]

Integrating leadership and creativity theories, this study proposed and examined a model linking transformational leadership, perceived organizational support, affective organizational commitment, creativity, and performance. Structural equation modeling was thus performed using 362 employee–supervisor dyads from the international tourist hotels in Taiwan. The results indicated that both transformational leadership and perceived organizational support were significantly and positively related to employee affective organizational commitment, creativity, and performance, while affective organizational commitment had significantly positive influences on creativity and performance. Support was also found for the significant and positive mediating relationships between affective organizational commitment and the influences of both transformational leadership and perceived organizational support on creativity and performance. The theoretical and practical implications of these findings for hospitality are also discussed. [ABSTRACT FROM AUTHOR]

For countries and organizations to achieve sustainable development, radical green creativity is required. Despite the fact that the influencing elements of green creativity have received a lot of attention, there is little research on the antecedents of green creativity. The current study attempted to fill the gap by exploring the underlying mechanism of green thinking and green organizational identity as mediators. This study aimed to examine the impact of green transformational leadership on green creativity through mediators, such as green thinking and creative organizational identity in SMEs. We gathered data from 460 respondents from SMEs operating in Pakistan using a survey questionnaire. The findings revealed that green transformational leadership had a significant impact on green organizational identity, which cultivated green creativity in SMEs. Additionally, results portrayed that green organizational identity performed mediation in the relationship between green transformational leadership and green creativity. Moreover, green thinking mediates the association between green transformational leadership and green creativity. This study offers novel insights into how to stimulate green transformational leadership and cognitive processes in SMEs to encourage green creativity. The implications for management and practitioners are discussed in light of the study's findings. [ABSTRACT FROM AUTHOR]

Responding to environmental concerns is a new indication of innovativeness, allowing businesses to achieve competitive advantages by executing innovative activities that benefit individuals and the entire community. Much intention has been retained in this perspective on "green employee creativity." However, few studies have examined the combined effect of green creativity from relations between people and organizational practices. As a result, we sought to explain the variation in employees' green creativity by investigating relations of four factors outside of the organizational context (transformational leadership, green innovation strategy, green human resources management—GHRM, and green process engagement) with individual factors (such as employees' green creativity). Data were retrieved from 150 employees pertaining to electronic companies. Data were statistically analyzed by SmartPLS software. Main results revealed that green transformational leadership positively affects employee green creativity, GHRM, and green process engagement play a significant mediating role in the relation between green transformational leadership and employee green creativity. Furthermore, the green innovation strategy significantly moderates transformational leadership and green process engagement. This effect is improved when the level of green innovation strategy is high rather than low. [ABSTRACT FROM AUTHOR]

Purpose of the Study: The significance of creativity and performance in the workplace has been illustrated on various occasions. This study aims to find out if there is a link between transformative leadership, organizational innovation, psychological issues such as hindrance and challenge stressors, and employee creativity and employee performance. There is still a lack of awareness of the factors that influence employee performance in small and medium businesses (SMEs) in Pakistan. Pakistan's SMEs have struggled to survive in their early years, with an initial failure rate of 90 percent to 95 percent. Methodology: The relationship between hindrance and challenge stressors, organizational innovation, transformational leadership, employee creativity, and their effect on overall employee performance is established through employing Structural Equation Modeling (SEM). In this study, constructs were developed from existing theories, hypotheses were generated, data were collected from 424 SME employees, and SEM analysis was conducted to prove the suggested hypothesis. The employees of SMEs are the research study's unit of analysis. Findings: The findings of this study demonstrated that challenge stressors, transformational leadership, and employee creativity all had positive and significant effects on employee performance. Originality/Value: This is one of the first studies to study and extends existing understanding of psychological research in this manner and following correlations in a developing country, Pakistan: the links between transformational leadership and employees' perception of creativity and performance along with organizational innovation and work stressors. Based on theoretical considerations, a model is proposed, and hypotheses are established and explored. The findings of this study can help businesses increase employee performance by informing employee performance improvement methods. Business executives might learn more about how to engage and motivate employees to improve their performance. [ABSTRACT FROM AUTHOR]

Purpose: This study aims to examine the relationship between green human resource management (GHRM) practices and green transformational leadership toward inducing employees' green creativity. Specifically, drawing upon the ability, motivation and opportunity theory, the authors tested how green perceived organizational support (green POS) mediates the link between GHRM practices and employees' green creativity. Furthermore, based on the firm's resource-based view, the authors examine the moderating role of green transformational leadership on the relationship between GHRM practice and green POS. Design/methodology/approach: Using a survey questionnaire, this research was conducted with a multi-source sample of 201 supervisors and their 428 subordinates from organizations working in grocery, food and personal care products in Pakistan. Findings: The findings of structural equation modeling revealed that green POS plays a mediating role between GHRM and employees' green creativity. The study findings also highlighted that green transformational leadership moderates the positive relationship between GHRM practices and green POS. Practical implications: Organizations need to implement GHRM practices to achieve environmental performance. Individuals are likely to recognize themselves with organizations that are engaged in green practices, and therefore, organizations can get benefits from implementing GHRM practices. Originality/value: This research explores green POS and green transformational leadership as novel mechanisms through which GHRM practices influence employees' green creativity in organizations. In addition, the authors empirically examined our theorized relationships in the South Asian context. [ABSTRACT FROM AUTHOR]

None of the studies published in the extant literature has discussed the role of green innovation climate and green autonomy concerning green creativity and this study aims to offer these two novel constructs. By introducing the componential theory of creativity, this study explores green transformational leadership (GTL), green innovation climate, and green autonomy as antecedents of green creativity. The authors employed structural equation modeling (SEM) to analyze survey-based data collected from automotive firms in China. Data were collected from employee-supervisor working in the automotive industry located in Liaoning province, China. The findings reveal that GTL directly and indirectly via green innovation climate partially mediates the green creativity of employees in China. Moreover, green autonomy moderates the relationship between green innovation climate and green creativity. This pivotal contribution suggests that automotive business enterprises should develop GTL to nurture a green innovation climate and offer green autonomy for the green creativity of employees. The above antecedents of green creativity may enable business firms to gain a competitive advantage by innovating green products and practices. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this paper is to investigate the effects of transformational leadership on employee creativity through psychological empowerment, creative process engagement and intrinsic motivation. Design/methodology/approach: Data were collected from 420 employees at 21 telecommunications enterprises in Vietnam directly by questionnaire survey. Statistical methods, such as confirmatory factor analysis (CFA) and structural equation model (SEM), were used to analyze the data. Findings: This paper shows that transformational leadership indirectly affects employee creativity through the mediating variables. Transformational leadership has a positive relationship with psychological empowerment. Psychological empowerment has a proportional relationship with both creative process engagement and intrinsic motivation. Creative process engagement and intrinsic motivation have been shown to have positive effects with the employee creativity. Research limitations/implications: The main limitation of this paper is that the study only explores the relationship between transformational leadership and employee creativity through a number of the mediating variables. Practical implications: The telecommunications industry is an industry that requires constant innovation, so managers need to aim for a leadership style that promotes employee creativity. Therefore, transformational leadership is a style that should be considered during the appointing and recruiting. Originality/value: This paper contributes to the existing literature by focusing on understanding the relationship between transformational leadership and employee creativity in telecommunications enterprises in an Asian country with an emerging economy like Vietnam. [ABSTRACT FROM AUTHOR]

Despite extensive literature on green hotel management and sustainability, scant attention has been given on the role of managers to solve environmental related issues. This study's aim is to assess the effects of managers' green knowledge and green transformational leadership on firms' environmental performance with the mediating effect of green creativity. The study analyzes the perceptions of 363 employees in different managerial positions of the hotel industry employing Partial Last Square Structural Equation Modeling. The findings of the study show a positive effect of green knowledge and green transformational leadership on green creativity and green transformational leadership on environmental performance. Furthermore, green creativity is also found to have significant mediating effect between green knowledge and environmental performance, and green transformational leadership and environmental performance relations. The main implication of the current research is that managers' green concerns might help the stakeholders in the hotel industry to respond through appropriate green initiatives for their organizations. Further suggestions for literature and practice are discussed. [ABSTRACT FROM AUTHOR]

The purpose of this study is to investigate the missing links between green HRM and green creativity through which green transformational leadership (GTFL) enhances environmental performance. Moreover, environmental beliefs and values (EBandV) were evaluated as moderating factors in the model. Through a survey questionnaire, data was collected from 170 hotels in two major cities of Pakistan: Lahore and Islamabad. Data was examined through partial least square-based structural equation modeling (PLS-SEM) technique using Smart PLS 3.0. The study framework is based on resource-based view (RBV) and ability-motivation opportunity (AMO) theoretical lenses. The study found that green HRM and green creativity significantly mediate the relationship between GTFL and environmental performance. However, the moderating role of EBandV was found insignificant in the results. The findings imply that pro-environmental leadership is the critical resource that enables environmental performance through enhancing critical employees' competency (i.e., green creativity) and institutionalizing required processes (i.e., green HRM) in the organization. The study's findings prove crucial for the hotel sector's dedication to developing environmental plans while prioritizing practical environmentally conscious development. [ABSTRACT FROM AUTHOR]