This paper examines the mediating role of two emergent team states—collective regulatory focus (CRF) and team initiative—for transmitting the effects of transformational and transactional leadership and team members’ chronic-regulatory focus on team creative performance. We conducted two studies. An experimental team-level study of 54 teams (n = 157) and a survey study conducted among employees who work in teams (n = 141). Team-level analysis of study 1 reveals that CRF and team initiative mediate the effect of leadership and team members’ chronic regulatory focus on creative performance. In addition, collective promotion moderates the negative effects of collective prevention on both team initiative and creativity. Study 2 confirms the relationships between leadership styles, team CRF, and team initiative with employees at the individual level. Understanding the collective mechanisms that enable transformational leadership to foster team creativity contributes to the ability of organizations and managers to increase the creativity of team production by influencing team dynamics. This study expands our knowledge on leader–follower dynamics at the team level and on the ability of these dynamics to shape team creativity. It also expands our knowledge on the emergence of regulatory focus at the team-level and its potential antecedents.

本文研究了两种新兴的团队状态——集体监管焦点 (CRF) 和团队主动性——在传递变革型和交易型领导以及团队成员长期监管对团队创造性绩效的影响方面的中介作用。我们进行了两项研究。对 54 个团队 ( n  = 157) 进行的实验性团队级研究和在团队合作的员工中进行的调查研究 ( n = 141）。研究 1 的团队层面分析表明，CRF 和团队主动性调节了领导力和团队成员对创造性绩效的长期监管的影响。此外，集体促进缓和了集体预防对团队主动性和创造力的负面影响。研究 2 在个人层面上证实了领导风格、团队 CRF 和团队主动性与员工之间的关系。了解使变革型领导能够培养团队创造力的集体机制有助于组织和管理者通过影响团队动力来提高团队生产创造力的能力。这项研究扩展了我们对团队层面的领导者与追随者动态以及这些动态塑造团队创造力的能力的了解。