Transformational Leadership and Dimensions of Creativity: Motivating Idea Generation in Computer-Mediated Groups

A laboratory study examined effects of high and low levels of transformational leadership on group creativity under anonymous and identified electronic brainstorming conditions and indicated a significant Leadership Style x Anonymity interaction for flexibility.

Abstract

Prior research suggests that both transformational leadership and anonymity may affect creativity in groups using group decision support systems to generate ideas. A laboratory study examined effects of high and low levels of transformational leadership on group creativity under anonymous and identified electronic brainstorming conditions. Four measures of group creativity were used: fluency, flexibility, originality, and elaboration (Torrance, 1965). Results indicated that groups working under higher levels of transformational leadership generated more idea elaborations and original solutions than groups working under lower levels of transformational leadership. Anonymous groups were more flexible in generating ideas than identified groups. Results also indicated a significant Leadership Style x Anonymity interaction for flexibility.