Zhang Linyuan, Seong Jee Young, Hong Doo-Seung, Yoon Hye Jung
School of Society and Law, Shandong Women's University, Jinan, Shandong, China.
College of Business and Economics, Jeonbuk National University, Jeonju, Republic of Korea.
Front Psychol. 2025 Apr 15;16:1487886. doi: 10.3389/fpsyg.2025.1487886. eCollection 2025.
Charismatic leadership (CL) plays an indispensable role in facilitating organizational change, stimulating creativity, and attaining performance objectives. Given the growing attention on the relationship between CL, creativity and performance, we establish a multilevel model that examines the moderated mediation effect of CL on task performance through creativity. This model considers both individual and group levels while accounting for contextual factors such as high-performance work systems (HPWS) at the individual level and group performance orientation (GPO) at the group level.
Our analysis of field data gathered from members of work groups offers robust empirical support for our multilevel framework. Data were collected from team members and their leaders in Korean private-sector organizations, utilizing a final sample of 109 teams consisting of 1,080 members and 109 leaders for our analysis. Conducted ordinary least square (OLS) regression analysis were used to test the hypotheses.
The findings of this study indicate that CL exhibits higher creativity at the individual level when HPWS is low compared to high (). In contrast, CL produces higher group creativity at the group level when GPO is high rather than low (). Additionally, individual-level creativity mediates the relationship between the interaction of CL and HPWS at the individual level and task performance. The influence of the interactive effect of CL and GPO on performance at the group level is mediated by group-level creativity.
This study emphasizes the significance of adopting a multilevel interactive perspective on creativity and performance while providing evidence for how leadership and its boundary conditions affect creativity and performance.
魅力型领导（CL）在推动组织变革、激发创造力和实现绩效目标方面发挥着不可或缺的作用。鉴于对魅力型领导、创造力和绩效之间关系的关注度不断提高，我们建立了一个多层次模型，以检验魅力型领导通过创造力对任务绩效的调节中介效应。该模型在考虑个体层面的高绩效工作系统（HPWS）和群体层面的群体绩效导向（GPO）等情境因素的同时，兼顾了个体和群体层面。
我们对从工作小组成员收集的实地数据进行分析，为我们的多层次框架提供了有力的实证支持。数据是从韩国私营部门组织的团队成员及其领导者那里收集的，我们最终的样本包括109个团队，由1080名成员和109名领导者组成用于分析。进行普通最小二乘法（OLS）回归分析来检验假设。
本研究结果表明，当高绩效工作系统较低时，魅力型领导在个体层面表现出更高的创造力（）。相比之下，当群体绩效导向较高而非较低时，魅力型领导在群体层面产生更高的群体创造力（）。此外，个体层面的创造力在个体层面魅力型领导与高绩效工作系统的交互作用和任务绩效之间起中介作用。魅力型领导与群体绩效导向在群体层面的交互作用对绩效的影响由群体层面的创造力介导。
本研究强调了对创造力和绩效采用多层次交互视角的重要性，同时为领导力及其边界条件如何影响创造力和绩效提供了证据。
