Connecting Individual Differences in Workforce to Organizational Creativity through Transformational Leadership for Corporate Transformational Effectiveness!


The study offers grounds to measure level of “creativity” through directional “leadership management options” (i.e. transactional leadership, laissez-faire leadership) in teams marked by individual differences or diversity. The study results confirmed that transformational leadership provides support to generate creativity by even the ordinary performers marked by the workforce diversity phenomenon among the organizational workers.

Share and Cite:

Kazmi, S. & Naaranoja, M. (2013). Connecting Individual Differences in Workforce to Organizational Creativity through Transformational Leadership for Corporate Transformational Effectiveness!. Open Journal of Leadership, 2, 73-77. doi: 10.4236/ojl.2013.24010.

Conflicts of Interest

The authors declare no conflicts of interest.


[1] Armstrong, S., & Hird, A. (2009). Cognitive style and entrepreneurial drive of new and mature business owner-managers. Journal of Business Psychology, 24, 419-430.
[2] Avolio, B. J., Bass, B. M., & Jung, D. I. (1999). Re-examining the components of transformational and transactional leadership using the Multifactor Leadership Questionnaire. Journal of Occupational and Organisational Psychology, 72, 441-462.
[3] Avolio, B. J. (1999). Full leadership development: Building the vital forces in organizations. Thousand Oaks, CA: Sage.
[4] Bass, B. M., & Avolio B. J. (1993). Transformational leadership: A response to critiques. In M. M. Chemers, & A. R. Ayman (Eds.), Leadership theory & research perspectives and directions (pp. 49-80). Sandiego, CA: Academic Press.
[5] Bass, B. M. (1985). Leadership and performance beyond expectations. New York: Free Press.
[6] Bontis, N., Fitz-enz, J. (2002). Intellectual capital ROI: A causal map of human capital antecedents and consequences. Journal of Intellectual Capital, 3, 223-247.
[7] Burns, J. M. (1978). Leadership. New York: Harper & Row.
[8] Buss, D. M., & Greiling, H. (1999). Adaptive individual differences. Journal of Personality, 67, 209-243.
[9] Finkelstein, S., & Hambrick, D. C. (1996). Strategic leadership: Top executives and their effects on organizations. St. Paul, MN: West Educational.
[10] Kouzes, J. M., & Posner, B. Z. (1987). Ref. Military Leadership (1993). FM 22-100. San Francisco, CA: W. H. Freeman, Jossey-Bass.
[11] Lowe, K. B., Kroeck, K. G., & Sivasubramaniam, N. (1996). Effectiveness correlates of transformational leadership and transactional leadership: A meta-analytic review. The Leadership Quarterly, 7, 385-425.
[12] McShane, S. L., & Von Glinow, M. A. (2000). Organizational behavior: Emerging realities for the workplace revolution. Boston, MA: McGraw-Hill.
[13] Pearce, C. L., & Sims Jr., H. P. (2002). Vertical versus shared leadership as predictors of the effectiveness of change management teams: An examination of aversive, directive, transactional, transformational, and empowering leader behaviors. Group Dynamics: Theory, Research, and Practice, 6, 172-197.
[14] Pelz, D. C., & Andrews, F. M. (1976). Scientists in organizations: Productive climates for research and development. Ann Arbor, MI: University of Michigan.
[15] Prahalad, C. K., & Hamel, G. (1990). The core competence of the corporation. Harvard Business Review, 68, 78-91.
[16] Raelin, J. A. (2003). Creating leaderful organizations: How to bring out leadership in everyone (p. 290). San Francisco, CA: Berrett-Koehler.
[17] Stogdill, R. M. (1974). Handbook of leadership: A survey of the literature. New York: Free Press.

Copyright © 2022 by authors and Scientific Research Publishing Inc.

Creative Commons License

This work and the related PDF file are licensed under a Creative Commons Attribution 4.0 International License.