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dc.contributor.authorCerne, Matej
dc.contributor.authorJaklic, Marko
dc.contributor.authorSkerlavaj, Miha
dc.date.accessioned2013-05-28T13:39:58Z
dc.date.issued2013
dc.identifier.issn1742-7169
dc.identifier.issn1742-7150
dc.identifier.urihttp://hdl.handle.net/11250/93916
dc.descriptionThis is the authors' final and accepted version of the article, post refereeing. Publisher's version is available at http://lea.sagepub.com/no_NO
dc.description.abstractThis study aims to propose and empirically test a multilevel model of cross-level interactions between authentic leadership and innovation at the team level, and perception of support for innovation and creativity at the individual level. We use data from 23 team leaders and 289 team members in a Slovenian manufacturing and processing firm engaged in producing innovative products and customer solutions and conduct a multilevel analysis using hierarchical linear modeling (HLM). The results indicate that whereas perceived team leaders’ authentic leadership directly influences team members’ individual creativity and team innovation, the impact of self-ascribed team leaders’ authentic leadership was not significant. In addition to that, the relationship between team leaders’ authenticity and creativity is mediated by perception of support for innovation. Using a multilevel approach, this is the first study to our knowledge to quantitatively examine the relationship between authentic leadership and creativity and innovation. In addition, unlike previous research on related topics that relied solely on one source of information, we examine authentic leadership with empirical data gathered from both team leaders and their employees.no_NO
dc.language.isoengno_NO
dc.publisherSAGE Publicationsno_NO
dc.subjectauthentic leadershipno_NO
dc.subjectcreativityno_NO
dc.subjectinnovationno_NO
dc.subjectmultilevel analysisno_NO
dc.subjectperception of support for innovationno_NO
dc.titleAuthentic leadership, creativity, and innovation: A multilevel perspectiveno_NO
dc.typeJournal articleno_NO
dc.typePeer reviewedno_NO
dc.description.embargo2014-03-01
dc.source.pagenumber63-85no_NO
dc.source.volume9no_NO
dc.source.journalLeadershipno_NO
dc.source.issue1no_NO
dc.identifier.doihttp://dx.doi.org/10.1177/1742715012455130


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