Examining Relationships between Transformational Leadership and Employee Creative Performance: The Moderator Effects of Organizational Culture

Abstract

Abstract This study examined whether organizational culture moderates relationships between transformational leadership ( TFL ) and employee self‐rated creative performance ( CP ). A convenience sample of 147 working professionals from 109 Fortune 500 organizations participated in the study by completing measures of their organizations’ cultures, their managers’ leadership styles, and their own CP , as well as relevant control measures. Adhocracy culture type moderated the relationship between levels of TFL and CP . Consequently, market culture type was a non‐significant moderator for predicting TFL – CP relationships. Both adhocracy and market culture types were non‐significant mediators of TFL on CP . The theoretical model in this study provides an important extension of TFL and organizational culture theories and a greater understanding of how adhocracy culture interacts with TFL to influence employee CP . This study also provides researchers and practitioners with a better comprehension of how to achieve higher levels of CP given the interaction between TFL and adhocracy culture.