Different roles of shared and vertical leadership in promoting team creativity: Cultivating and synthesizing team members’ individual creativity
通过实验和实地调查，研究了共享领导和正式领导者的变革型领导如何共同培养团队创造力，发现共享领导提升个体创造力和自我效能，进而促进团队创造力，而不同聚焦的变革型领导行为有不同作用。
Abstract Drawing on the componential model of creativity (Amabile), we examined how shared leadership and a formally appointed leader's transformational leadership jointly cultivate team creativity in two studies. We conducted an experiment with a sample of 109 undergraduate students (32 teams) enrolled in a business plan competition (Study 1) and a field survey based on multisource, time‐lagged data collected from 251 full‐time employees working on 64 research and development teams (Study 2). The results from both studies revealed that shared leadership enhanced team members’ individual creative self‐efficacy and individual creativity, which in turn improved team creativity. Moreover, the results from Study 2 showed that a formally appointed leader's use of different transformational leadership behaviors had different impacts on individual and team creativity. Individual‐focused transformational leadership strengthened the positive effect of shared leadership on team members’ average individual creativity, whereas group‐focused transformational leadership facilitated the translation of teams with high average individual creativity into teams with high levels of team creativity. The theoretical and practical implications of the findings are discussed.