A dual cognitive pathway model of leadership influence on creativity

Abstract Drawing on a dual cognitive pathway model of creativity, we propose that transformational leadership and directive‐achieving leadership induce employees' cognitive flexibility and cognitive persistence, respectively. These two cognitive processes differentially mediate the leadership–creativity relationship. Study 1 provides support for the mediation hypotheses, based on a sample of 189 Chinese and 138 Anglo‐Australian employee–peer dyads in a retail setting. Study 2, with a sample of 244 employees and their leaders from 66 research‐and‐development project teams, also tests the moderating effects of project stage. The findings show that transformational leadership has a stronger positive effect on cognitive flexibility in the early stage of a project, while directive‐achieving leadership has a stronger positive effect on cognitive persistence in the later stage. Cognitive flexibility and cognitive persistence, in turn, are associated with individual creativity. This research provides important implications for how and when different leadership approaches promote creativity.