The Leadership Quarterly 17 (2006) 679 – 680 www.elsevier.com/locate/leaqua
Corrigendum
Corrigendum to “Leader behaviors and the work environment for creativity: Perceived leader support” [The Leadership Quarterly, 15 (2004) 5–32] Teresa M. Amabile ⁎, Elizabeth A. Schatzel, Giovanni B. Moneta, Steven J. Kramer
An error was discovered in the data used for the multilevel regression reported in Table 2 of this paper. The correct results are presented in the new Table 2 below. These results are based on 7169 days' worth of observations (versus 7194 as reported in the original paper). Although many of the estimates and standard errors are slightly different, there are few changes in the significance levels of the results, and no changes in the direction of the significant findings. All findings are in the expected direction. One effect that had been reported as significant in the original paper is no longer significant: Other Leader BehaviorNeutral. This category includes a number of miscellaneous leader behaviors that are neither positive nor negative, and do not fit into any of Yukl's (2002) MPS categories of leader behavior (e.g., the leader being away from the office, collaborating with subordinates, or expressing emotion observable by subordinates). Three new significant effects on perceived leader support appeared in this reanalysis: Informing-Negative (failing to disseminate needed information) had a negative effect; Monitoring-Neutral (checking on the progress of work; evaluating subordinates) had a negative effect; and Rewarding-Positive (providing or recommending tangible rewards for good performance) had a positive effect. Of these, only the Monitoring-Neutral result is somewhat surprising. It suggests that leaders may be perceived as less supportive when they engage in any form of monitoring that is not actively positive (such as providing constructive positive feedback). The basic conclusions of the paper remain unchanged.
DOI of original article: 10.1016/j.leaqua.2003.12.003. ⁎ Corresponding author. E-mail address: tamabile@hbs.edu (T.M. Amabile). 1048-9843/$ - see front matter © 2004 Elsevier Inc. All rights reserved. doi:10.1016/j.leaqua.2006.10.010
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Corrigendum
Table 2 Multilevel regression of daily perceived leader support on daily reports of team leader behaviors: frequency counts (f)a and estimated fixed effects (B) with standard errors MPS behavioral categories (from Yukl, 2002)
Modified behavioral categories for the present study Positive
Planning and organizing Problem solving Clarifying roles and objectives Informing Monitoring Motivating and inspiring Consulting Delegating Supportingb Developing and mentoring Managing conflict and team building Networking Recognizing Rewarding Other
Negative
Neutral/unknown
f
B
SE
f
B
SE
f
B
SE
28 3 39 50 53 4 22 6 55 14 21 2 27 9 24
.08 .04 .12 .10 .36** −.43 .44* .50 .38** .15 −.06 1.34* .67** .97** .30+
.16 .50 .14 .12 .12 .44 .18 .35 .12 .23 .19 .61 .17 .30 .18
26 10 56 23 34 9 15 1 13 2 10 1 6 0 1
− .16 − .72** − .21+ − .48* − .43** − 1.07** .19 − 2.20* − .34 .01 − .12 − .08 − .91** – − .86
.17 .27 .12 .19 .15 .29 .23 .86 .25 .61 .28 .88 .35 – .86
7 0 21 39 19 0 2 3 3 0 0 0 1 1 35
.17 – − .01 .14 − .43* – .16 − .47 .19 – – – .30 .20 .20
.33 – .19 .14 .21 – .61 .51 .50 – – – .88 .92 .15
p b .10; *p b .05; **p b .01. a The frequency counts represent the number of diary narratives that had a team leader behavioral incident in the category, after considering multiple events in the same category within the same narrative as only a single occurrence. b This category name (Supporting) is used in the narrow sense of socio-emotional support, in congruence with the terminology of the MPS leader behavior taxonomy that we adopted for this study (Yukl, 2002). Note that we use the term “leader support” in our study to refer to broad support, including instrumental and socio-emotional behaviors.
+
References Yukl, G. A. (2002). Leadership in organizations, 5 ed. Upper Saddle River, NJ: Prentice Hall.