Empirical Study of the Relationship Among Transformational Leadership Style, Team Culture, and Creativity of Scientific Research Teams

Abstract

This empirical study examines the complex relationships among transformational leadership style, team culture, and creativity within scientific research teams. Drawing upon theories of leadership, organizational culture, and creativity, this research investigates how transformational leadership behaviors influence team culture dynamics and subsequently impact team creativity in scientific research settings. Through quantitative analysis of survey data collected from members of scientific research teams across different disciplines, this study explores the mediating mechanisms and moderating factors that shape the relationships between transformational leadership, team culture dimensions (such as collaboration, risk-taking, and openness to new ideas), and team creativity outcomes. The findings offer insights into the importance of fostering transformational leadership qualities and cultivating supportive team cultures to enhance creativity and innovation in scientific research teams. This study contributes to both theoretical understanding and practical implications for leadership and organizational dynamics in scientific research contexts.