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Article
Leadership Style in Relation to Organizational Change and Organizational Creativity: Perceptions from Nonprofit Organizational Members
Nonprofit Management and Leadership (2013)
  • Stephanie Lutz Allen
  • Joseph E. Smith, San Jose State University
  • Nancy Da Silva, San Jose State University
Abstract
As the environment within which organizations act continues to change and becomes increasingly competitive, maintaining an organizational climate that supports change and encourages creativity is a key objective for organizational leaders. This article examines the relationship between leadership style (transformational, transactional, laissez-faire) and members' perceptions of the psychological climate for organizational change readiness and psychological climate for organizational creativity. Results indicate that transformational leaders have a direct positive relationship with psychological climate for organizational change readiness and organizational creativity, while laissez-faire leaders have a negative relationship.
Keywords
  • leadership,
  • organizational culture,
  • change readiness,
  • faith-based service
Publication Date
Fall 2013
DOI
10.1002/nml.21078
Publisher Statement
SJSU users: use the following link to login and access the article via SJSU databases.
Citation Information
Stephanie Lutz Allen, Joseph E. Smith and Nancy Da Silva. "Leadership Style in Relation to Organizational Change and Organizational Creativity: Perceptions from Nonprofit Organizational Members" Nonprofit Management and Leadership Vol. 24 Iss. 1 (2013) p. 23 - 42 ISSN: 1048-6682
Available at: http://works.bepress.com/nancy_dasilva/15/