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Enabling creativity: the interplay of participative leadership, coworkers’ knowledge sharing behavior and employee’s creative idea validation

Nilesh Kumar (Department of Psychology, Zhejiang Normal University, Jinhua, China)
Changfeng Wang (College of Economics and Management, Zhejiang Normal University, Jinhua, China)
Zhiqiang Liu (School of Management, Huazhong University of Science and Technology – Main Campus, Wuhan, China)

Leadership & Organization Development Journal

ISSN: 0143-7739

Article publication date: 31 May 2024

Issue publication date: 24 July 2024

378

Abstract

Purpose

Based on theory Z of leadership, this research aims to investigate the direct relationship between participative leadership (PL) and creative idea validation (CIV) fostering both radical (RC) and incremental creativity (IC). Additionally, by utilizing attribution theory, it explores the moderating effect of coworkers’ knowledge-sharing behavior (KSB) on both the direct and indirect relationships.

Design/methodology/approach

Data were collected through a descriptive approach and convenient sampling from three sources – leaders, subordinates and coworkers – in R&D departments at multi-levels within 97 high-tech firms in China. Data comprised 446 employees (subordinates and coworkers) and 94 leaders, and multilevel path analysis was conducted using Mplus software.

Findings

The results indicate that PL exhibits both a direct and indirect positive association with RC and IC through the CIV. Moreover, the relationship is enhanced by coworkers’ high-KSB.

Practical implications

Our study offers implications that managers can leverage to foster employee creativity. Leaders are encouraged to embrace a PL style for collective idea validation. However, to overcome coworkers’ reciprocal behavior, they may facilitate trust and team-building exercises, enabling employees to strengthen relationships and share critical information and knowledge resources for the development and validation.

Originality/value

This study is the first to empirically extend the relationship between PL and CIV, utilizing a multilevel approach to assess its impact on distinctive types of creativity – namely, radical and incremental. Further, it testifies the significance of coworkers’ knowledge as an attribution effect influencing the relationships.

Keywords

Acknowledgements

The authors acknowledge funding from the key programs of the National Social Science Fund of China (No. 22AGL006) and the National Natural Science Foundation of China (No. 71832004).

Citation

Kumar, N., Wang, C. and Liu, Z. (2024), "Enabling creativity: the interplay of participative leadership, coworkers’ knowledge sharing behavior and employee’s creative idea validation", Leadership & Organization Development Journal, Vol. 45 No. 6, pp. 1011-1027. https://doi.org/10.1108/LODJ-09-2023-0501

Publisher

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Emerald Publishing Limited

Copyright © 2024, Emerald Publishing Limited

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