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Effects of Transactional Leadership, Psychological
Empowerment and Empowerment Climate on Creative Performance of Subordinates:
A Cross-level Study |
| Feng Wei1, Xin Yuan2, Yang Di2, |
| 1.School of Management,
Shanghai University, Shanghai 200444, China; 2.Alcatel-Lucent, Shanghai
201206, China; |
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Abstract This research surveyed 101 teams, involving 497 team members and 101 team leaders, in a large multinational company in China. A hierarchical linear model is used to examine the hypothesized mediated moderation model. It is found that: (1) individual psychological empowerment is positively related to creative performance; (2) the relationship between transactional leadership and subordinates’ creative performance is moderated by team empowerment climate; (3) individual transactional leadership behavior is positively related to subordinates’ creative performance in teams with higher empowerment climate, but negatively related to subordinates’ creative performance in lower empowerment climate; and (4) the relationship between transactional leadership, team empowerment climate and creative performance is partially mediated by subordinates’ psychological empowerment perception. Theoretical contributions and practical implications are also discussed.
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Issue Date: 05 March 2010
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