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  1. Matej Černe

  1. The Centre of Excellence for Biosensors, Instrumentation, and Process control, Slovenia
  1. Marko Jaklič

  1. Faculty of Economics, University of Ljubljana, Slovenia; The Centre of Excellence for Biosensors, Instrumentation, and Process
    control, Slovenia
  1. Miha Škerlavaj

  1. Faculty of Economics, University of Ljubljana, Slovenia; The Centre of Excellence for Biosensors, Instrumentation, and Process
    control, Slovenia; BI Norwegian Business School, Norway
  1. Miha Škerlavaj, Faculty of Economics, University of Ljubljana, Kardeljeva ploščad 17, 1000 Ljubljana, Slovenia. Email: miha.skerlavaj{at}ef.uni-lj.si

Abstract

This study aims to propose and empirically test a multilevel model of cross-level interactions between authentic leadership
and innovation at the team level, and perception of support for innovation and creativity at the individual level. We use
data from 23 team leaders and 289 team members in a Slovenian manufacturing and processing firm engaged in producing innovative
products and customer solutions and conduct a multilevel analysis using hierarchical linear modelling (HLM). The results indicate
that whereas perceived team leaders’ authentic leadership directly influences team members’ individual creativity and team
innovation, the impact of self-ascribed team leaders’ authentic leadership was not significant. In addition to that, the relationship
between team leaders’ authenticity and creativity is mediated by perception of support for innovation. Using a multilevel
approach, this is the first study to our knowledge to quantitatively examine the relationship between authentic leadership
and creativity and innovation. In addition, unlike previous research on related topics that relied solely on one source of
information, we examine authentic leadership with empirical data gathered from both team leaders and their employees.

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Authentic leadership, creativity, and innovation: A multilevel perspective
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