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dc.contributor.authorBracht, Eva M.
dc.contributor.authorMonzani, Lucas
dc.contributor.authorBoer, Diana
dc.contributor.authorHaslam, S. Alexander
dc.contributor.authorKerschreiter, Rudolf
dc.contributor.authorLemoine, Jérémy E
dc.contributor.authorSteffens, Niklas K.
dc.contributor.authorAkfirat, Serap Arslan
dc.contributor.authorAvanzi, Lorenzo
dc.contributor.authorBarghi, Bita
dc.contributor.authorDumont, Kitty B.
dc.contributor.authorEdelmann, Charlotte M.
dc.contributor.authorEpitropaki, Olga
dc.contributor.authorFransen, Katrien
dc.contributor.authorGiessner, Steffen R.
dc.contributor.authorGleibs, Ilka H.
dc.contributor.authorGonzalez, Roberto
dc.contributor.authorLipponen, Jukka
dc.contributor.authorMarkovits, Yannis
dc.contributor.authorMolero, Fernando
dc.contributor.authorLeon, Juan A. Moriano
dc.contributor.authorNeves, Pedro
dc.contributor.authorOrosz, Gábor
dc.contributor.authorRoland-Lévy, Christine
dc.contributor.authorSchuh, Sebastian C.
dc.contributor.authorSekiguchi, Tomoki
dc.contributor.authorSong, Lynda Jiwen
dc.contributor.authorStory, Joana
dc.contributor.authorStouten, Jeroen
dc.contributor.authorTatachari, Srinivasan
dc.contributor.authorValdenegro, Daniel
dc.contributor.authorvan Bunderen, Lisanne
dc.contributor.authorVoros, Viktor
dc.contributor.authorWong, Sut I
dc.contributor.authorYoussef, Farida
dc.contributor.authorZhang, Xin-an
dc.contributor.authorVan Dick, Rolf
dc.identifier.citationApplied psychology, Online First 28 February 2022, p.1-41en_US
dc.description.abstractInnovation 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.en_US
dc.rightsNavngivelse 4.0 Internasjonal*
dc.subjectcross-cultural leadershipen_US
dc.subjectinnovative behavioren_US
dc.subjectmultilevel modelingen_US
dc.subjectpositive leadershipen_US
dc.subjectsocial identificationen_US
dc.titleInnovation across cultures: Connecting leadership, identification, and creative behavior in organizationsen_US
dc.title.alternativeInnovation across cultures: Connecting leadership, identification, and creative behavior in organizationsen_US
dc.typePeer revieweden_US
dc.typeJournal articleen_US
dc.rights.holderThe Authorsen_US
dc.source.journalApplied Psychologyen_US

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Navngivelse 4.0 Internasjonal
Except where otherwise noted, this item's license is described as Navngivelse 4.0 Internasjonal