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Innovation across cultures: Connecting leadership, identification, and creative behavior in organizations.

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Title: Innovation across cultures: Connecting leadership, identification, and creative behavior in organizations.
Authors: Bracht, Eva M., Monzani, Lucas, Boer, Diana, Haslam, S. Alexander, Kerschreiter, Rudolf, Lemoine, Jérémy E., Steffens, Niklas K., Akfirat, Serap Arslan, Avanzi, Lorenzo, Barghi, Bita, Dumont, Kitty, Edelmann, Charlotte M., Epitropaki, Olga, Fransen, Katrien, Giessner, Steffen, Gleibs, Ilka H., González, Roberto, Laguía González, Ana, Lipponen, Jukka, Markovits, Yannis
Source: Applied Psychology: An International Review. Jan2023, Vol. 72 Issue 1, p348-388. 41p.
Subjects: Associations, institutions, etc., Leadership, Work, Attitude (Psychology), Cultural pluralism, Creative ability, Group identity, Applied psychology, Professional identity, Factor analysis, Descriptive statistics, Diffusion of innovations, Industrial relations
Abstract: 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. [ABSTRACT FROM AUTHOR]
Copyright of Applied Psychology: An International Review is the property of Wiley-Blackwell and its content may not be copied or emailed to multiple sites without the copyright holder's express written permission. Additionally, content may not be used with any artificial intelligence tools or machine learning technologies. 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.)
Database: Psychology and Behavioral Sciences Collection
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  Data: Innovation across cultures: Connecting leadership, identification, and creative behavior in organizations.
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  Data: <searchLink fieldCode="JN" term="%22Applied+Psychology%3A+An+International+Review%22">Applied Psychology: An International Review</searchLink>. Jan2023, Vol. 72 Issue 1, p348-388. 41p.
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  Label: Abstract
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  Data: 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. [ABSTRACT FROM AUTHOR]
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  Data: <i>Copyright of Applied Psychology: An International Review is the property of Wiley-Blackwell and its content may not be copied or emailed to multiple sites without the copyright holder's express written permission. Additionally, content may not be used with any artificial intelligence tools or machine learning technologies. 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.</i> (Copyright applies to all Abstracts.)
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        Value: 10.1111/apps.12381
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        Text: English
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