Abstract
The Effect of Servant and Transformational Leadership Styles on Employee Creative Behavior: The Moderating Role of Authentic Leadership
Highlights
Leaders are expected to trigger and increase the creative behavior of their followers, and they need to adopt various leaderships together
Our findings state that employee creative behavior in organizations increases even more, especially with servant and transformational leaders armed with authentic leadership traits
In terms of theoretical and practical implications, people who think of as future leaders in the organization should be trained based on Servant Leadership (SL) or Transformational Leadership (TL), and these leaders should be taught the concept of Authentic Leadership (AL)
Summary
Leaders are expected to trigger and increase the creative behavior of their followers, and they need to adopt various leaderships together. Making suggestions to improve one's own workflow and developing new and useful ideas to solve problems to overcome difficulties can be described as a creative process For these reasons, it is a necessity for companies to support creativity and creative behavior to achieve their goals and gain competitive advantages against competitors (Amabile, 1988). According to Neff and Harter (2002), authentic leadership is described shortly as being honest with oneself, but it is known that there are other factors rather than honesty, such as self-confidence and optimism (Arda et al, 2016; Ilies, Morgeson, & Nargang, 2005; Shamir & Eilam, 2005) This type of leader is consistent with what they say and what they do (Simons, 2002). This type of leader is consistent with what they say and what they do (Simons, 2002). Walumbwa et al (2008) stated that authentic leadership has a better relationship with organizational citizenship behavior, organizational commitment, satisfaction, and individual job performance than other
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