The Effect of Leadership Style on Creativity and Innovation
Pengaruh Gaya Kepemimpinan terhadap Kreativitas dan Inovasi
This research aims to know and develop a good leadership style to employees as a medium for the development of creativity and innovation of employees in PT Multi Sari Sedap bekasi. Applying a good leadership style will lead to increased creativity and employee innovation. This research includes a type of development research that leads to self-development. For the experiment, the researcher came directly to the location of PT Multi Sari Sedap and used the questionnaire sample which was spread as many as 150 sheets and returned 150 sheets with the calculation of data processing using
The results showed that, in testing hypotheses I, II, III, especially on the variable leadership included in the category of relatively good and good. Thus the influence of leadership style on creativity and innovation on Pt Multi Sari Sedap is feasible for future researchers
2. Almas, S. (2007). Leadership styles as predictors of conflict management styles (Unpublished M.Phil Thesis). National Institute of Psychology, QuaidiAzam
3. Antonakis, J., Avolio, B. J., & Sivasubramaniam, N. (2003). Context and leadership: An examination of the nine factor full range leadership theoryusing the Multifactor Leadership Questionnaire. Leadership Quarterly,14(3), 261- 295.
4. Avolio, B. J., & Bass, B. M. (2002). Developing potential across a full range ofleadership: Cases on transactional and transformational leadership.Mahwah, NJ: Lawrence Erlbaum.
5. Avolio, B. J., Waldman, D. A., & Einstein, W. O. (1988). Transformationalleadership in a management game simulation. Group and OrganizationStudies, 13(1), 59-6. Bales, R., & Strodtbeck, F. Phases in group problem solving. Journal of Abnormaland Social Psychology, 1951, 46,485-495.
7. Bass, B., & Valenzi, E. Contingent aspects of effective management styles. In J.G. Hunt & L. L. Larson (Eds.), Contingency approaches to leadership.Carbondale: Southern Illinois Press, 1974.
8. Blake, R., & Mouton, J. The managerial grid. Houston: Gulf, 1964. Bordua, D., & Reiss, A. Command, control, and charisma: Reflections on policebureaucracy. American Journal of Sociology, 1966, 72, 68-76.
9. Borgatta, E., & Bales, R. Task and accumulation of experience as factors in theinteraction of small groups. Sociometry, 1953, 16, 239-252.
10. Campbell, J., Dunnette, E., Lawler, E., & Weick, K. Managerial behavior,performance and effectiveness. New York: McGraw-Hill, 1970.
11. Dansereau, F., Cashman, J., & Graen, G. Instrumentality theory and equity theoryas complementary approaches in predicting the relationship ofleadership and turnover among managers. Organizational Behavior andH,man Performance, 1973, 10, 184 -200.47
12. Janssen, O. (2000). Job demands, perceptions of effort-reward fairness, andinnovative work behavior. Journal of Occupational and OrganizationalPsychology, 73, 287-302.
13. Janssen, O. (2002). Transformationeel leiderschap en innovatief werkgedrag vanmedewerkers: een kwestie van benaderbaarheid van de leider. Gedragand Organisatie, 15, 275-293.
14. Mumford, M. D., & Gustafson, S. B. (1988). Creativity syndrome: Integration,application, and innovation. Psychological Bulletin, 103, 27- 43.
15. Mumford, M. D., Scott, G. M., Gaddis, B., & Strange, J. M. (2002). Leadingcreative people: Orchestrating expertise and relationships. LeadershipQuarterly, 13, 705-750.
16. Scott, S. U., & Bruce, R. A. (1994). Determinants of innovative behavior: A pathmodel of individual innovation in the workplace. Academy of Management Journal, 37, 580-607.