My fourth SSCI-ranked paper was just published. It's a piece of multi-level research on authentic leadership, creativity and innovation, conducted by a group of researchers from COBIK and FELU: Černe, M., Jaklič, M., & Škerlavaj, M. (2013): Authentic leadership, creativity, and innovation: A multilevel perspective, Leadership, 9(1): 63-85.

Here's the abstract:

This study aims to propose and empirically test a multilevel model of cross-level interactions between authentic leadership and innovation at the team level, and perception of support for innovation and creativity at the individual level. We use data from 23 team leaders and 289 team members in a Slovenian manufacturing and processing firm engaged in producing innovative products and customer solutions and conduct a multilevel analysis using hierarchical linear modelling (HLM). The results indicate that whereas perceived team leaders’ authentic leadership directly influences team members’ individual creativity and team innovation, the impact of self-ascribed team leaders’ authentic leadership was not significant. In addition to that, the relationship between team leaders’ authenticity and creativity is mediated by perception of support for innovation. Using a multilevel approach, this is the first study to our knowledge to quantitatively examine the relationship between authentic leadership and creativity and innovation. In addition, unlike previous research on related topics that relied solely on one source of information, we examine authentic leadership with empirical data gathered from both team leaders and their employees.

I just received my PhD from Faculty of Economics University of Ljubljana on February 7th 2013. It was a day to remember!

The dissertation is entitled "A multi-level approach in examining non-technological innovation".

Here's its conclusion: This dissertation demonstrates the importance of referring to multilevel theory for non-technological innovation research and taking a multilevel perspective to examine its content, context, and predictors. No single-level perspective can adequately account for organizational behavior that underlies non-technological innovation. The macro perspective neglects the means by which the individual behavior, perceptions, affect, and interactions shaping individual creativity and innovation give rise to higher-level management and technological innovation. Organizations do not behave; people do. In contrast, the micro perspective disregards contextual organizational and country-level factors that can significantly constrain the non-technological innovation processes and outcomes.

On the basis of my research, it is safe to say that future theoretical or empirical models of non-technological innovation should benefit from adopting a multilevel perspective. This approach bridges the gap in different disciplines, and implements insights and advancements from diverse aspects. From a practical perspective, managers and organizations should benefit from a more precise understanding of both individual and contextual influences in constructing work environments that could ultimately foster creativity and innovation at individual, group, or organizational levels.

“Understand the whole and keep an eye on the parts” (Kozlowski & Klein, 2000, p. 53).