An empirical study on the impact of leaders’ cross-border learning on organizational creativity: Focusing on the mediating effects of authentic leadership

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  • リーダーの越境学習が組織のクリエイティビティに与える 影響に関する実証研究 ―オーセンティック・リーダーシップの媒介効果に着目して―

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This study focuses on authentic leadership by department leaders’ as a factor that enhances organizational creativity, which is essential for the sustainable growth and development of companies. It examines the possibility that authentic leadership can be developed through leaders’ cross-border learning and clarifies how leaders’ authentic leadership acts on organizational creativity. In this study, a sample of 119 executives and managers obtained from a questionnaire survey administered to a total of 138 executives and managers working in Japanese firms is included in the analysis. The following three findings were revealed through the results of the quantitative survey: First, leaders’ cross-border learning was positively related to leaders’ authentic leadership. Second, between “multi-dimensional thinking” which one dimension of authentic leadership and organizational creativity was significantly positive association. Third, the relationship between leaders’ cross-border learning and organizational creativity was partially mediated by “multi-dimensional thinking”. These results suggest that leaders’ cross-border learning is an effective means of positively influencing leaders’ authentic leadership and the organizational creativity.

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