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The Effects of Empowering Leadership and Team Identification in Creative Performance of Highly Innovative Teams.

Autor:   •  January 7, 2016  •  Research Paper  •  3,736 Words (15 Pages)  •  584 Views

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Creativity and Empowering leadership


The effects of empowering leadership and team identification in creative performance of highly innovative teams.

Grp. 17.

Fernando Ruiz                          0982906

Henrique Kumm                       0983031        

Jelle van de Wall                      0745230

Murilo Etechebere                    0982096

Xuehan Yu                                0925658

Tutor: Dr. J. M. P. Gevers & Dr. S. Rispens

Technische Universiteit Eindhoven


1. Introduction (research topic and research question)        

2.Theoretical background, research model and hypotheses        

2.1.      Intrinsic motivation and creativity        

a.          Intrinsic motivation        

b. _        Team identification/cohesion and creativity        

2.2      On the construct of team identification        

2.3   On the construct of leadership style        

a.          Leadership styles        

b. _        Leadership styles and individual creativity        

c.          Empowering leadership and individual performance        

2.4      On the moderating role of team identification        

4. Plan for analysis        


Appendix . Company contacts and team descriptions        

1. Introduction (research topic and research question)

Domestic and internal competition, changing government regulations, and rapidly shifting markets conditions demand constant and visionary innovation (AMABILE, 1988). Defining Innovation as the implementation of new ideas or changes, big or small, which have the potential to contribute to organizational (business) objectives (Schroeder, Scudder, & Elm, 1989), it becomes quite clear the importance of creativity performance on teams working in highly innovative projects, such as new product development or new marketing medias. Thus, we can assume that any action taken that may increase the creative performance of those teams are highly beneficial for anyone involved. Several studies show relations between types of leadership and the creative outcome of a team, and this puts leaders under high pressure to find better ways to lead their teams in order to improve their outcomes (Kahai, Sosik, & Avolio, 2003). Thus, increasing amounts of studies are trying to pinpoint which practices beneficiates group productivity and what characteristics moderates those relations.


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