TY  - JOUR
A1  - Bracht, Eva
A1  - Monzani, Lucas
A1  - Boer, Diana
A1  - Haslam, S. Alexander
A1  - Kerschreiter, Rudolf
A1  - Lemoine, Jérémy E.
A1  - Steffens, Niklas K.
A1  - Akfirat, Serap Arslan
A1  - Avanzi, Lorenzo
A1  - Barghi, Bita
A1  - Dumont, Kitty
A1  - Edelmann, Charlotte M.
A1  - Epitropaki, Olga
A1  - Fransen, Katrien
A1  - Gießner, Steffen R.
A1  - Gleibs, Ilka Helene
A1  - González, Roberto
A1  - Laguía González, Ana
A1  - Lipponen, Jukka
A1  - Markovits, Yannis
A1  - Molero, Fernando
A1  - Moriano, Juan A.
A1  - Neves, Pedro D.
A1  - Orosz, Gábor
A1  - Roland-Lévy, Christine
A1  - Schuh, Sebastian C.
A1  - Sekiguchi, Tomoki
A1  - Song, Lynda Jiwen
A1  - Story, Joana S. P.
A1  - Stouten, Jeroen
A1  - Tatachari, Srinivasan
A1  - Valdenegro, Daniel
A1  - Bunderen, Lisanne van
A1  - Vörös, Viktor
A1  - Humborstad, Sut I. Wong
A1  - Youssef, Farida
A1  - Zhang, Xin-an
A1  - Dick, Rolf van
T1  - Innovation across cultures: Connecting leadership, identification, and creative behavior in organizations
T2  - Applied psychology
N2  - Innovation is considered essential for today's organizations to survive and thrive. Researchers have also stressed the importance of leadership as a driver of followers' innovative work behavior (FIB). Yet, despite a large amount of research, three areas remain understudied: (a) The relative importance of different forms of leadership for FIB; (b) the mechanisms through which leadership impacts FIB; and (c) the degree to which relationships between leadership and FIB are generalizable across cultures. To address these lacunae, we propose an integrated model connecting four types of positive leadership behaviors, two types of identification (as mediating variables), and FIB. We tested our model in a global data set comprising responses of N = 7,225 participants from 23 countries, grouped into nine cultural clusters. Our results indicate that perceived LMX quality was the strongest relative predictor of FIB. Furthermore, the relationships between both perceived LMX quality and identity leadership with FIB were mediated by social identification. The indirect effect of LMX on FIB via social identification was stable across clusters, whereas the indirect effects of the other forms of leadership on FIB via social identification were stronger in countries high versus low on collectivism. Power distance did not influence the relations.
KW  - cross-cultural leadership
KW  - innovative behavior
KW  - multilevel modeling
KW  - positive leadership
KW  - social identification
Y1  - 2022
UR  - http://publikationen.ub.uni-frankfurt.de/frontdoor/index/index/docId/75968
UR  - https://nbn-resolving.org/urn:nbn:de:hebis:30:3-759683
SN  - 1464-0597
N1  - Open Access funding enabled and organized by Projekt DEAL.
VL  - 72
IS  - 1
SP  - 348
EP  - 388
PB  - Wiley-Blackwell
CY  - Oxford [u.a.]
ER  -