The objective of this study was to empirically examine through an industry survey, the impact of socialisation on organisational creativity. The results of the study show a strong and significant positive relationship between informal as well as organised forms of socialisation and creativity. The results also indicate that informal socialisation had a stronger positive effect on creativity than organised socialisation. These findings confirm the value of socialisation in innovative organisations, and suggest the need for strategies that would provide for its encouragement.
Transformational and Transactional Leadership Predictors of the 'Stimulant' Determinants to Creativity in Organisational Work Environments pp23-34
This paper examines the relationship between the leadership dimensions associated with Bass's (1985) model, and the 'stimulant' and 'obstacle' determinants of the work environment for creativity. There are three major findings in this research. First, the relationship between transformational and transactional leadership and the 'stimulant' determinants of the work environment for creativity is significant and positive. Second, the 'obstacle' determinants of the work environment for creativity are negatively related with both transactional and transformational leadership. Finally, transformational leadership is more strongly correlated than transactional leadership with the 'stimulant' determinants of the work environment for creativity. Thus, transformational leadership is an increasingly important aspect in today's organisations in creating a corporate culture and the work environment that stimulates employees' creativity and innovation.
Keywords: creative work environment, innovation, knowledge management, organisational creativity, transformational and transactional leadership