Suchergebnisse

The purpose of this study was to explore how and under what conditions two different leadership roles are able to facilitate an organizational climate that supports creativity. The study was conducted in a leading professional service firm. The introduced hypotheses were tested by means of a structural equation model. Findings indicate that the leadership roles are conceptually different and that organizational structure is important for leaders' ability to create a climate that supports creativity. The results also indicate that relational and change
leadership behaviors are vital for leaders when creating a climate that supports creativity. Furthermore, both job autonomy and intrinsic motivation are found to be important dimensions for enhancing the creative climate.

The effect of leadership behavior on work performance is highly context sensitive. We address this notion by investigating leadership behavior in one important but understudied organizational context—namely, professional service firms (PSFs). We examine how partners' leadership behavior in a PSF relates to employee self-leadership, creative climate, and work performance (N = 442). The results show that partners' consideration leadership behavior is positively related to employees' perceived work performance. Moreover, partners' consideration and intellectual stimulation leadership behavior are especially important drivers of self-leadership and creative climate in a PSF, which in turn are positively related to employees' work performance. Theoretical and practical implications are discussed.

The purpose of this paper is to investigate the precise role of intrinsic motivation and autonomy in relation to intellectual stimulation in creating a creative climate in a professional services firm. The intention is to discover whether theories that stress the primacy of the need for intrinsic motivation and autonomy over other managerial goals such as monitoring find support. The authors propose and test a model for the relationship of interest. The theoretical model is tested through analysis of multilevel data gathered across in two iterations over two years from 177 employees and 64 teams in one company. The authors find that intrinsic motivation and autonomy mediate the relationship between intellectual stimulation and creative climate. Autonomy exercises a stronger mediating effect than intrinsic motivation. The single company research context's specificity; causal relationships between variables cannot be empirically investigated; the verified research model cannot claim to represent how the organization actually functions, for which qualitative work is required. Theories stressing the primacy of employee autonomy are supported over those stressing a need for management to monitor and control autonomy-seeking employees. This paper shows the vital mediating role of employee autonomy and to a lesser extent intrinsic motivation in a professional service firm context