• Knowledge Management Research
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• v.14 no.3
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• pp.55-85
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• 2013

The present study examines the effects of transformational leadership exercised by team leader and transformational leadership shared by team members on team creativity and team performance at the team level. A growing body on leadership research highlights the role of team leadership in work organizations. In team settings, studies have focused exclusively on individual leaders who occupy formal leadership positions and exercise vertical influence over team members. In contrast to this traditional approach, shared leadership highlights a horizontal influence process where leadership is collectively carried out by team members. In this shared form of leadership, members actively participate in the leadership process and horizontally influence other team members. This mutual influence among team members constitutes a critical condition for the success of team-based organizations. The ability of team members to work together as a team is the key to the overall functioning of the team organization. To verify the effect of two leadership styles, we analyze the effect of a leader's transformational leadership and members' shared transformational leadership on team creativity and team performance for the same team. This study also predicts that the transformational leadership shared by members will moderate the effects of leader transformational leadership on team performance and creativity. Our findings show that both leaderships have a positive effect on team performance. However, the main effect of a leader's transformational leadership on team creativity is not significant when members' transformational leadership is employed into the model. With the effect of leader transformational leadership controlled for, the main effects of the transformational leadership shared by members on team creativity and performance are significant. In addition, we also found the significant moderation effects of member transformational leadership by leader transformational leadership on team creativity. Based on these findings, we strongly recommend that team based organizations shift the leadership focus from the leader focused leadership model to the shared leadership model. We also discuss managerial implications of our findings in details.

• Journal of Digital Convergence
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• v.16 no.8
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• pp.117-128
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• 2018

China's rapid economic growth is continuous but the country still has a long way to become a center for creativity. Leaders have no idea how to encourage their employees to work more efficiently in Chinese companies. Meanwhile the majority of employees are not fully engaged in their work, sometimes they think their work is not meaningful. The purpose of this study is to explore the relationship between transformational leadership and employee creativity, through perceptions of meaning in work and work engagement among employees working in XunLei Networking Technology Corporation. 140 valid data were collected and were analysed using SPSS and AMOS. Results showed that transformational leadership has a positive and significant influence on meaning in work and work engagement. Meaning in work has a significant effect on work engagement, and work engagement has a significant influence on employee creativity. This study provides both academic and practical implications about transformational leadership and employee creativity through meaning in work and work engagement.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.1
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• pp.1041-1050
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• 2021

Employee engagement plays an important role in the development as well as the success of a company. The manner in which employees are committed to their work and be more innovative seems to drive people's curiosity. This study aims to analyze the impacts of job demands-resources, personal resources, and coworker support on work engagement. Also, whether there is a relationship between work engagement and creativity of employees is tested through this research. The data served for the research was collected in the context of Vietnamese small- and medium-sized enterprises (SMEs). The authors used structural equation modeling (SEM) (software Smart PLS), to test the proposed hypotheses by using the data of 602 employees. Results of the study point out that proposed antecedents influence work engagement and creativity. Such findings have shed light on both theory and practice implications. In theory, it supports the social exchange theory and the job demands and resources model. In practice, leaders should assist subordinates in various aspects and build and promote a corporate culture where employees help others with great enthusiasm to increase the level of work engagement and spirit of innovation of employees.

• The Journal of the Korea Contents Association
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• v.20 no.1
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• pp.417-426
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• 2020

The culture industry has been considered very important as firms utilize human creativity as the main source for providing high-value-added services. In this industry, the inspirations and ideas of individual creators have been stressed rather than the roles of entrepreneurs so far. However, in recent years, due to the influence of "Hallyu" or the Korean Wave, entrepreneurial firms have actively participated in producing a variety of products embracing cultural value. In this vein, the entrepreneurship-related elements such as the degree of leaders' innovativeness, risk-taking environment, first mover advantage, employee compensation, and tolerance to failure were selected to investigate their effects on market leadership. As a result, it was observed that risk-taking environment, first mover advantage, employee compensation, and tolerance to failure had a positive effect whereas leaders' innovativeness was not statistically meaningful. These findings show that the creation of an atmosphere where employees' creativity can be fully appreciated is more important than the leader' insight-driven innovativeness. The results of this study indicate that when companies formulate strategies and the government initiate policies in the culture industry, entrepreneurship should be incorporated as a crucial element.

• The Journal of Asian Finance, Economics and Business
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• v.7 no.10
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• pp.769-781
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• 2020

This study attempts to examine the relationships between transformational leadership, learning orientation, firm innovativeness, and financial performance. Specifically, the moderating effect of learning orientation and firm innovativeness. The data collected from 606 SMEs in Thailand were evaluated using the structural equation modeling, typifying that quantitative research. The results revealed that transformational leadership had a positive effect on learning orientation. Similarly, transformational leadership had a positive effect on firm innovativeness. Further, the study found that transformational leadership had a positive indirect effect on financial performance through the mediation of learning orientation. The results of the study found that transformational leadership had a positive indirect effect on financial performance through the mediation of firm innovativeness. Transformational leadership and learning orientation to improve innovation within the organization, including organizations and leaders among themselves. Especially, innovative firms inculcate ideals of promise to learning, open-mindedness, and shared vision. Furthermore, practitioners can use the findings of this study when they perform their role of leaders to challenge creativity and innovation among followers. Finally, those developments would influence a procedure of evidence procurement, evidence distribution and shared explanation that escalations equally individual and administrative effectiveness owing to its influence going on products.

• Journal of The Korean Association of Information Education
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• v.26 no.1
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• pp.55-64
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• 2022

Though school leaders play a crucial role in encouraging the creative school environment, culture, and system that might improve the creative competencies of teachers, there has been little attention to the creative leadership of school supervisors. In this paper, we provide the satisfaction and view of elementary and secondary school leaders who were involved in professional development training for enhancing creative leadership. Using one-way ANOVA and qualitative data coding, we analyze the survey responses from the 67 in-service principals and vice-principals during three different training periods as 2020-I, 2020-II, and 2021-I. We present and compare the result on their satisfaction in terms of satisfaction regarding the process, administrative supports, and optional programs among the training. Next, we explore how the school administrators think the creative leadership training and proposal for its improvement. Based on the feedback for these stakeholders, further studies need to steadily enhance the professional development training for creative leadership and practical program contents.

• Journal of Internet Computing and Services
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• v.19 no.5
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• pp.123-131
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• 2018

A virtual team consists of various members with a range of professional skills. An IT virtual team can confer such advantages as improving creativity and solving problems in e-business. However, virtual teams are less cohesive than off-line based teams, at least partly because they do not meet face-to-face to solve problems. If the cohesion of the members in a team is weak, overall performance can decrease. Therefore, this study seeks to understand the specific types of leadership needed to increase the cohesiveness of the members in a virtual team. Leadership is the most important factor for the successful operation of a virtual team. Leaders engage members with goals, and motivate them by creating positive relationships. This study describes the idealized influence of transformational leadership in which a leader directly engages members in a goal, and the role of participative goal setting in which members set their own goals. In addition, this research demonstrates the benefits of a positive attitude of a leader towards their team members and the influence of leader-member exchanges. If the cohesion of virtual teams is improved through specific leadership, the team members will be more committed to their teams and work, and the team's performance will improve. Furthermore, the successful operation of virtual teams will provide an opportunity for companies in e-business to gain a competitive advantage in the contemporary environment, where creativity is important.

• East Asian Journal of Business Economics (EAJBE)
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• v.11 no.3
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• pp.37-45
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• 2023

Purpose - This research contributes to the existing literature by shedding light on a unique intersection of creativity and leadership, carving out a niche that calls for further exploration. Thus, this study addresses the questions regarding how creative leadership manifests within the context of art education and what the distinct types of business leadership from applying creative leadership principles are in art education? Research design, data, and methodology - This research is made up of two stages to collect textual data from the literature. The first stage involves screening titles and abstracts to weed out studies that overtly lack alignment with the research's focus. The second stage involves a full-text review of the remaining studies to ascertain their suitability based on the research objectives. Result: There are four types of business leadership on Creative Leadership in Art Education, such as Visionary Artistic Leadership, Collaborative Expressionist Leadership, Adaptive Impressionist Leadership, Experimental Abstract Leadership, Experimental Abstract Leadership. Conclusion - The research could conclude that 'Visionary Artistic Leadership' offers practitioners a compelling strategy for igniting innovation within their teams and organizations. HR practitioners can foster a culture of daring creativity by encouraging leaders to embrace visionary thinking. To implement this style, HR professionals can nurture individuals strongly inclined towards innovative ideation.

• Journal of Engineering Education Research
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• v.27 no.4
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• pp.21-27
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• 2024

This study introduces a series of processes aimed at understanding the noise characteristics generated by jet engines and devising measures to mitigate them through interdisciplinary capstone design projects. During the project execution, educational methods were applied to foster 4Cs (creativity, communication, collaboration, critical thinking) competencies. Project objectives were set through team discussions, and individual team members were assigned primary roles to act as subgroup leaders. As a result, the project was executed as follows: combustion tests were conducted using an SR-30 turbojet engine to generate noise, and the locations and characteristics of the noise sources were identified using beamforming techniques and frequency analysis applied to a 30-microphone array. Additionally, chevron nozzles were designed and fabricated to confirm their noise reduction performance.

• The Journal of Korean Philosophical History
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• no.23
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• pp.129-154
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• 2008

This essay is a landscape of core values and relevant evidences about Creative Leadership in order to make sketches of Korean-style leadership framework. Glancing through this work, you can smell the distinctions of Korea creative leaders, particularly, in the aspects of procommunity pragmatism and ordinary innovation. Most Korea creative leaders were social mentors and masters who had enlarged their influences from the individual domain to social area in all the dimensions of human life. At the individual stage, the Creative Leadership suggests 'Jungki(正己)' as a core value of themselves, which is materialized as such competencies as self-assertiveness, observation and experimentation, and strong inquiry. Because most of them were technical masters dealing with new methodology and new knowledge including alchemy, medicine and weapons, the creative leaders show us very unique core values and competencies in the life sequences of the individuation, relationship, organization and community unlike other Korean-style leaderships and global practices. You can taste and compare these things: 'Kihyulsangtong(氣血相通)' as a core value and respect- for- others, style analysis, persuasion as core competencies in the stage of relationship, nextly, 'Suhshi(授時) & Jungeum(正音)' as a core value and coordination and adjustment, teamwork as core competencies in the stage of organization, finally, 'Hunmin(訓民) & Hwalin(活人)' as a core value and vision-building, social benefiting, ordinary innovation as core competencies in the stage of community. The value of this study is focused on the construction of Korean-style leadership framework based on the Creative Leadership through vivid stories about great leaders in our history.