Authentic leadership, creativity, and innovation: A multilevel perspective

Abstract

This study aims to propose and empirically test a multilevel model of cross-level interactions between authentic leadership and innovation at the team level, and perception of support for innovation and creativity at the individual level. We use data from 23 team leaders and 289 team members in a Slovenian manufacturing and processing firm engaged in producing innovative products and customer solutions and conduct a multilevel analysis using hierarchical linear modelling (HLM). The results indicate that whereas perceived team leaders’ authentic leadership directly influences team members’ individual creativity and team innovation, the impact of self-ascribed team leaders’ authentic leadership was not significant. In addition to that, the relationship between team leaders’ authenticity and creativity is mediated by perception of support for innovation. Using a multilevel approach, this is the first study to our knowledge to quantitatively examine the relationship between authentic leadership and creativity and innovation. In addition, unlike previous research on related topics that relied solely on one source of information, we examine authentic leadership with empirical data gathered from both team leaders and their employees.

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