Drawing on the componential model of creativity (Amabile), we examined how shared leadership and a formally appointed leader's transformational leadership jointly cultivate team creativity in two studies. We conducted an experiment with a sample of 109 undergraduate students (32 teams) enrolled in a business plan competition (Study 1) and a field survey based on multisource, time‐lagged data collected from 251 full‐time employees working on 64 research and development teams (Study 2). The results from both studies revealed that shared leadership enhanced team members’ individual creative self‐efficacy and individual creativity, which in turn improved team creativity. Moreover, the results from Study 2 showed that a formally appointed leader's use of different transformational leadership behaviors had different impacts on individual and team creativity. Individual‐focused transformational leadership strengthened the positive effect of shared leadership on team members’ average individual creativity, whereas group‐focused transformational leadership facilitated the translation of teams with high average individual creativity into teams with high levels of team creativity. The theoretical and practical implications of the findings are discussed.

中文翻译：

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共享和垂直领导在促进团队创造力中的不同作用：培养和综合团队成员的个人创造力

利用创造力的组成模型（Amabile），我们在两项研究中研究了共享领导力和正式任命的领导者的变革型领导如何共同培养团队创造力。我们进行了一项实验，其中包括参加商业计划竞赛（研究1）的109名本科生（32个团队）和基于多源，时滞数据的实地调查，该数据是从251位从事64个研发工作的全职员工中收集的团队（研究2）。两项研究的结果都表明，共同领导可以增强团队成员的个人创造力和个人创造力，从而改善团队创造力。此外，研究2的结果表明，正式任命的领导人 使用不同的变革型领导行为会对个人和团队创造力产生不同的影响。以个人为中心的变革型领导增强了共享领导对团队成员平均个人创造力的积极影响，而以团队为中心的变革型领导则促进了个人平均创造力较高的团队向团队创新水平高的团队的转化。研究结果的理论和实践意义进行了讨论。