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Empowering leadership: role of organizational culture of self-esteem and emotional intelligence on creativity

Tufail Ahmad (FAST Business School, NUCES, Islamabad, Pakistan) (Department of Management, Hamdard University, Islamabad, Pakistan)
Ali Raza Hamid (Department of Management, Hamdard University, Islamabad, Pakistan)
Ansar Abbas (MY Business School, Muslim Youth University, Islamabad, Pakistan) (Department of Management, Faculty of Economics and Business, Universitas Airlangga, Surabaya, Indonesia)
Aisha Anwar (Department of Statistics, Government Viqar-un-Nisa College for Women, Rawalpindi, Pakistan)
Dian Ekowati (Department of Management, Faculty of Economics and Business, Universitas Airlangga, Surabaya, Indonesia)
Rakototoarisoa Maminirina Fenitra (Department of Management, Faculty of Economics and Business, Universitas Airlangga, Surabaya, Indonesia) (Co-Founder and Researcher, ASTA Research Center, Antananarivo, Madagascar)
Fendy Suhariadi (Department of Psychology, Universitas Airlangga, Surabaya, Indonesia)

Journal of Management Development

ISSN: 0262-1711

Article publication date: 1 May 2023

Issue publication date: 2 June 2023

1156

Abstract

Purpose

The changing workplace and the disruption and transformation of business processes brought on by modern technology make it difficult for a firm to maintain its existing plans. A management's ability to succeed is related to sustaining and developing its employees to be innovative workers. The idea is to empower subordinates and share authority with them, which increases efficiency.

Design/methodology/approach

In this study, it was anticipated that there is a definite relationship between leadership empowerment and workplace cultures of self-esteem, emotional intelligence and creative thinking. Data were obtained using random sample techniques to confirm the hypothesis. A total of 291 Pakistani private-sector employees were surveyed for this study.

Findings

There were positive and substantial links between empowered leadership and creativity, while emotional intelligence and organizational self-esteem have an inverse relationship. For psychological appeal and inventiveness at work, empowerment alone is sufficient. Intellectual stimulus or culture of excessively positive self-esteem may cause numerous limits at work. Hence, management should avoid situations where leaders are predisposed to developing empowering techniques.

Research limitations/implications

This study yields an additional understanding of organizational behavior literature. It was concluded from this study that empowering leaders should avoid using emotional intelligence when scaling up creative strategies. As an alternative, they should develop a culture of self-esteem through emotional intelligence.

Practical implications

Leaders may want to consider demographic values while developing empowerment strategies. It is not recommended to use emotional intelligence and empowerment simultaneously. As a result, this framework suggests a realistic and candid approach that is simple to implement.

Originality/value

Leaders make people aware of the ongoing importance of innovative processes to encourage staff to be creative. Successful leaders may use either empowering culture or leadership empowerment strategies for a more significant appeal. Self-esteem culture may provide a structure of interaction buffer against the other emotions that could counter disruption.

Keywords

Acknowledgements

This paper is part of the MS thesis of the first author of this paper. This paper is free from commercial interest. No conflict of interest is reported. Data is available with the corresponding author and will be furnished upon reasonable request. Informed consent was obtained from respondents of this study.

Citation

Ahmad, T., Hamid, A.R., Abbas, A., Anwar, A., Ekowati, D., Fenitra, R.M. and Suhariadi, F. (2023), "Empowering leadership: role of organizational culture of self-esteem and emotional intelligence on creativity", Journal of Management Development, Vol. 42 No. 3, pp. 201-214. https://doi.org/10.1108/JMD-10-2021-0288

Publisher

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Emerald Publishing Limited

Copyright © 2023, Emerald Publishing Limited

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