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Article
Publication date: 6 July 2020

Lu Chen, Kwame Ansong Wadei, Shuaijiao Bai and Jun Liu

The purpose of this paper is to draw upon social information processing theory to examine the sequential mediating roles of psychological safety and creative process

Abstract

Purpose

The purpose of this paper is to draw upon social information processing theory to examine the sequential mediating roles of psychological safety and creative process engagement between participative leadership on creativity.

Design/methodology/approach

Using a time-lagged sample of 526 supervisor–subordinate dyads from R&D teams of five enterprises located in the southwest part of China, we tested the theoretical model using structural equation modelling (SEM) as well as with the MPLUS 7.0 software.

Findings

Results indicated that participative leadership is positively related to creative process engagement; psychological safety significantly mediates the relationship between participative leadership and creative process engagement; creative process engagement significantly mediates the relationship between psychological safety and employee creativity; psychological safety and creative process engagement sequentially mediates the relationship between participative leadership and creativity.

Practical implications

The study findings imply that the participative leadership behaviors of managers or supervisor's nurtures employees psychological safety to take risk and promotes employee engagement in creativity relevant ventures leading to creativity.

Originality/value

The findings contribute new knowledge on the relationship between participative leadership and creativity by uncovering the causal chain of a cognitive mechanism (psychological safety) with a behavioral mechanism (creative process engagement).

Details

Leadership & Organization Development Journal, vol. 41 no. 6
Type: Research Article
ISSN: 0143-7739

Keywords

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Article
Publication date: 5 September 2016

Yana Du, Li Zhang and Yanhong Chen

The purpose of this paper is to explore the effect of creative process engagement on employees’ in-role performance, and does so by considering the support that employees…

Abstract

Purpose

The purpose of this paper is to explore the effect of creative process engagement on employees’ in-role performance, and does so by considering the support that employees received from and given to their supervisors.

Design/methodology/approach

Using data from 540 questionnaires collected in China, this paper conducts a hierarchical regression analysis to test the proposed model.

Findings

Creative process engagement positively affects employees’ in-role performance. However, the moderating effect of receiving support on the above relationship is not significant. Instead, it is the interaction of receiving support from and giving it to supervisors that moderates the relationship between creative process engagement and in-role performance.

Research limitations/implications

The study has some contributions to the conservation of resource (COR) theory. The authors find that acquiring new resources such as receiving support from supervisors is not always effective. The acquisition process of resources should be considered with the investment process of resources. According to the COR theory, people invest resources to gain resources and protect themselves from losing resources or to recover from resource loss (Halbesleben et al., 2014). The findings of the study show that employees investing resources is not just for gaining resources. Sometimes, they invest resources such as giving support to supervisors to remain a relatively balanced relationship.

Practical implications

Companies can encourage employees to place more attention on creative process engagement to improve in-role performance. In addition, when offering support to employees, managers should consider whether the employees are able to give it back in response to the received support, and distribute their support to employees accordingly.

Originality/value

This paper explored employee’s engagement at creative process in a more novel way and clarified the relative effect of creative process engagement on in-role performance. Also, this paper was the first to pay attention to the bidirectional nature of supervisor support.

Details

Leadership & Organization Development Journal, vol. 37 no. 7
Type: Research Article
ISSN: 0143-7739

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Article
Publication date: 14 September 2018

Monowar Mahmood, Md. Aftab Uddin and Luo Fan

Using a multi-level perspective, the purpose of this paper is to investigate impact of transformational leadership on employees’ creative process engagement and mediating…

Abstract

Purpose

Using a multi-level perspective, the purpose of this paper is to investigate impact of transformational leadership on employees’ creative process engagement and mediating roles of intrinsic motivation, task complexity and innovation support in the process of influence.

Design/methodology/approach

This study follows a quantitative method. Using a multi-item survey instrument, a total of 400 questionnaires were distributed among employees of small and medium enterprises registered with the Chittagong Chamber of Commerce and Industry in Bangladesh. Collected data were analyzed using structural equation model as well as factor analysis and path analysis to test the hypotheses and to assess the moderating and mediating effects of the variables.

Findings

The findings reveal that transformational leadership has a significant impact on employees’ creative process engagement. The study further shows that task complexity and support for innovation moderate the relationship between transformational leadership and employees’ creative process engagement.

Research limitations/implications

Based on the premises of interactionist perspectives on creativity, this study integrates multi-level variables to investigate leaders’ influences on followers’ creative process engagement. This study contributes to the existing literature by providing empirical evidence on influence of transformational leadership on employees’ creative process engagement as well as the impact of both individual- and organizational-level variables.

Originality/value

The study adopts a distinct model comprising five different variables to investigate creative process engagement from a multi-level perspective, i.e., creative process engagement and intrinsic motivation at the individual level, task complexity at the unit level, and support for innovation and leadership at the organizational level. This integrated model of using predictors from multiple levels supports the theoretical assumptions that creative process engagement results from the interaction of individual-, group- and organizational-level factors.

Details

Management Decision, vol. 57 no. 3
Type: Research Article
ISSN: 0025-1747

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Article
Publication date: 15 July 2020

Xianmiao Li, William X. Wei, Weiwei Huo, Yi Huang, Manyi Zheng and Jinyi Yan

This study aims to build a research model from the perspectives of knowledge hiding and idea implementation to examine what factors influence idea implementation and the…

Abstract

Purpose

This study aims to build a research model from the perspectives of knowledge hiding and idea implementation to examine what factors influence idea implementation and the cross-level moderating role of team territory climate.

Design/methodology/approach

Data were collected from universities, 52 (R&D) teams in China via a two-wave survey. The final sample contained 209 team members and their immediate supervisors. Hierarchical linear modeling was used to test hypotheses.

Findings

The results indicated that individuals’ knowledge-hiding behavior had a significantly negative impact on idea implementation and creative process engagement, which played a mediating role. Team territorial climate played a cross-level moderating role between knowledge hiding and idea implementation. If team territorial climate was at a high level, then the negative connection between knowledge hiding and idea implementation would be weaker.

Research limitations/implications

Under the perspective of territorial behavior in Chinese cultural, it can help to distinguish territorial behavior and be preventive at individual and team levels. This study not only enables managers to clearly understand the precipitating factors of idea implementation but also provides constructive strategies for alleviating the negative effects of knowledge territoriality on creative process engagement and idea implementation.

Originality/value

This study constructs a cross-level model to explore the relationship among knowledge hiding, creative process engagement and idea implementation at individual and team levels in the context of Chinese R&D enterprises. Additionally, the study analyzes the influence of territoriality on idea implementation under boundary conditions.

Details

International Journal of Emerging Markets, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1746-8809

Keywords

Content available
Article
Publication date: 30 October 2018

Feng Xu and Xiaohong Wang

The purpose of this study is to research the effect of leader creativity expectations on follower radical creativity. Highlighting the implications of leader creativity…

Abstract

Purpose

The purpose of this study is to research the effect of leader creativity expectations on follower radical creativity. Highlighting the implications of leader creativity expectations, the authors examined employee creative process engagement as a mediator and follower perceived procedural justice as a moderator in the relationship between leader creativity expectations and employee radical creativity.

Design/methodology/approach

A sample of 256 dyads comprising full-time employees and their immediate supervisors were collected from the innovation teams of industry-university alliances through questionnaire in China, the authors hypothesized and found support for a moderated mediation model.

Findings

The findings show that leader creativity expectations are significantly and positively related to employee radical creativity; creative process engagement plays a fully mediating role between leader creativity expectations and employee radical creativity; procedural justice moderates the positive relationship between leader creativity expectations and creative process engagement and enhances the positive indirect effect of leader creativity expectations on follower radical creativity.

Practical implications

The creativity expectations of leaders are prerequisite for leadership to drive followers to be creative, which can pose great effect on extra-role behavior of followers such as radical creativity. Leaders can deliberately set role expectations for subordinates to achieve creative goals. Compared with the traditional management practices emphasizing planning, leaders encourage trial practice, provide enough time to ensure employees fully identify problems and provide resources to facilitate information search and coding, may achieve better results. Organizations should also place greater emphasis on the procedural justice, thereby enhancing the positive impact of other factors on employee radical creativity.

Originality/value

This study examined the relationship between leader creativity expectations and follower radical creativity based on the perspective of creative process engagement. The conclusion expanded the evidence of the impact of leader expectations besides this study strongly demonstrate that procedural justice will affect employees creative process engagement which enriches the literature on radical creativity strategic leadership and work engagement.

Details

Chinese Management Studies, vol. 13 no. 1
Type: Research Article
ISSN: 1750-614X

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Article
Publication date: 20 May 2020

Kelly Naletelich and Nancy Spears

New product development (NPD) is increasingly being delegated to consumers, yet little research has investigated consumer-centric factors that may influence this…

Abstract

Purpose

New product development (NPD) is increasingly being delegated to consumers, yet little research has investigated consumer-centric factors that may influence this delegation. Thus, the purpose of this paper is to uniquely combine regulatory focus and analogical reasoning to investigate new product ideation and downstream consumer-brand responses.

Design/methodology/approach

A series of experiments were undertaken.

Findings

Study 1 revealed that promotion-focused consumers (as opposed to prevention-focused consumers) have significantly greater purchase intentions if given an analogical reasoning task before engaging in new product ideation due to their cognitive flexibility. Study 2 tested the effects of near vs far analogies and found that promotion-focused consumers use analogical thinking to a greater extent and have significantly higher purchase intentions if primed with far analogies because regulatory fit is enhanced. However, analogical thinking and purchase intentions significantly drop if primed with near analogies. In contrast, prevention-focused consumers use analogical thinking to a greater extent and have significantly higher purchase intentions if shown near analogies, compared to far analogies, because of improved regulatory fit. Both studies confirm a serial mediation chain involving task engagement, self-brand connection, and brand sincerity.

Research limitations/implications

This research extends current understanding regarding the role of creative tasks within consumer NPD. It also uniquely links regulatory focus and consumer task engagement in NPD to increase favorable brand responses.

Practical implications

Findings offer managerial insights that can positively increase consumer-brand outcomes during NPD.

Originality/value

This is one of the first studies to demonstrate the importance of analogical thinking and consumer-centric factors (i.e., regulatory focus) during the NPD process. This avenue of research is important, as most studies have neglected ways in which to increase consumer NPD task engagement, leaving resources unutilized.

Details

European Journal of Marketing, vol. 54 no. 6
Type: Research Article
ISSN: 0309-0566

Keywords

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Article
Publication date: 26 June 2018

Bilal Bin Saeed, Bilal Afsar, Sadia Cheema and Farheen Javed

The purpose of this paper is to examine how leader–member exchange relates to subordinate’s innovative work behavior through core self-evaluation (CSE), domain knowledge…

Abstract

Purpose

The purpose of this paper is to examine how leader–member exchange relates to subordinate’s innovative work behavior through core self-evaluation (CSE), domain knowledge and creative process engagement. On the basis of an interactional approach, this study hypothesized that there is an interaction between leader–member exchange, CSE and domain knowledge that affects innovative work behavior, such that leader–member exchange has the strongest positive relationship with innovative work behavior when subordinates have high levels of CSE and domain knowledge; and creative process engagement mediates the effect that this three-way interaction between leader–member exchange, CSE and domain knowledge has on innovative work behavior.

Design/methodology/approach

Data were collected from 323 employees and their immediate supervisors (121) from automotive industry. First, subordinates completed measures of their leader–member exchange, CSE and domain knowledge. Then, the supervisors of these employees assessed their subordinates’ innovative work behavior.

Findings

The results showed that leader–member exchange, CSE and domain knowledge interacted to affect employee innovative work behavior in such a way that when CSE and domain knowledge were both high, leader–member exchange had the strongest positive relationship with innovative work behavior and creative process engagement mediated this relationship.

Originality/value

This study is the first of its kind to empirically examine the interactional perspective of leader–member exchange on innovative work behavior through domain knowledge, CSE and creative process engagement. Theoretical and practical implications and future area of research are discussed at the end.

Details

European Journal of Innovation Management, vol. 22 no. 1
Type: Research Article
ISSN: 1460-1060

Keywords

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Article
Publication date: 2 May 2019

Mohammad Tahlil Azim, Luo Fan, Md. Aftab Uddin, Munshi Muhammad Abdul Kader Jilani and Sumayya Begum

Given that individual creativity is a critical element to achieving organizational competitiveness, the purpose of this study is to attempt to investigate how…

Abstract

Purpose

Given that individual creativity is a critical element to achieving organizational competitiveness, the purpose of this study is to attempt to investigate how transformational leadership (TL) drives employee creative process engagement (CPE) by improving their creative self-efficacy (CSE).

Design/methodology/approach

Analysis has been performed based on 194 responses from information and communication technology firms using a cross-sectional survey design. The study follows a deductive research approach to test the hypotheses. It uses SmartPLS2 and IBM SPSS 21 for a structural equation model.

Findings

The investigation finds that TL significantly predicts CPE, and CSE partially mediates the TL–CPE relationship. The result demonstrates that TL shapes an organizational climate conducive to the employees’ CPE by building employees’ self-efficacy.

Research limitations/implications

The study sample was drawn from a single sector of the Bangladeshi economy. The sampling design represents a limitation, for which the findings cannot be broadly generalized. Replications and augmentations of the study in various industrial areas will help test the robustness and generalizability of the discoveries.

Practical implications

TL and CPE are desirable organizational outcomes across all cultures. From a practical standpoint, the outcomes demonstrate that TL is linked to CPE and CSE among information and communication technology employees. This study extends the appropriateness of CSE into Asian countries. Notably, it provides additional insight into a contemporary TL model that can unequivocally impact leadership development in the Bangladeshi information and communication technology firms. Managers or chief executive officers in the small and medium enterprises are expected to exhibit TL attributes by designing a supportive organizational climate that will motivate employees to exhibit creative activities.

Social implications

TL transforms employees’ psychological state to get them to engage in creative processes, benefiting the organizational stakeholders by their unconventional creative behavior. The TL-driven innovative outcome through employees’ CPE contributes to the development of social well-being.

Originality/value

This paper adds significance to the extant literature regarding the determinants of the mediating impact of CSE on TL and CPE from the viewpoints of information and communication technology firms, particularly from developing countries, such as Bangladesh. It also contributes to reconcile the findings of the previous studies around the globe in both developed and developing countries.

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Article
Publication date: 15 May 2018

Ling Yuan, Leilei Zhang and Yanhong Tu

The purpose of this paper is to investigate how leader humility affects the engagement of employees in creative processes, using perceived organizational support (POS) as…

Abstract

Purpose

The purpose of this paper is to investigate how leader humility affects the engagement of employees in creative processes, using perceived organizational support (POS) as a mediator and leader competence as a moderator.

Design/methodology/approach

Data were collected from a two-wave sampling of 113 dyads of leaders and subordinates in China.

Findings

A curvilinear relationship was found between leader humility and employee engagement in creative processes. Further, POS partially mediates this relationship, and leader competence positively moderates the relationship between leader humility and POS.

Practical implications

First, organizations should select and train leaders who show humility as a character trait and foster a supportive organizational climate. Second, managers should study the benefits of moderate and harms of superfluous humility, especially in the Chinese cultural context. Third, competent leaders are more effective as humble leaders.

Originality/value

Few studies have concentrated on leader humility in the eastern cultural context. The results challenge traditional views of the impact of leader humility and shed light on its mechanism and the conditions under which it promotes employee engagement in creation. This study also clarifies the nonlinear influence of leader humility, building a fine-grained theoretical framework integrating the motivation-opportunities-abilities model and Chinese Zhong-Yong theory.

Details

Leadership & Organization Development Journal, vol. 39 no. 4
Type: Research Article
ISSN: 0143-7739

Keywords

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Article
Publication date: 8 April 2021

Zhiqiang Liu, Xiaoqing Pan and Tingting Zhu

This study aims to examine why and when employees engage in creative deviance to develop creativity in China. Drawing on strain theory, the authors examined creative

Abstract

Purpose

This study aims to examine why and when employees engage in creative deviance to develop creativity in China. Drawing on strain theory, the authors examined creative deviance engagement as a mediator and transformational leadership as a moderator of the distinct relationships between emotional and rational status-striving orientations and radical and incremental creativity.

Design/methodology/approach

Multisource survey data were collected from 126 team leaders and 446 employees in Chinese firms. Multilevel path analysis was used to test the hypotheses.

Findings

The results show that emotional status-striving orientation relates to creative deviance engagement, which, in turn, has a stronger relationship with radical creativity than with incremental creativity. Furthermore, creative deviance engagement mediates the indirect relationships between emotional status-striving orientation and radical and incremental creativity. Moreover, transformational leadership moderates the above indirect relationships.

Originality/value

This study is among the first attempts to empirically test the distinct relationships between creative deviance engagement and radical and incremental creativity and further examine how creative deviance engagement mediates the indirect relationships between status-striving orientations and radical and incremental creativity. In addition, the boundary condition of the indirect relationships is investigated. The findings provide valuable insights for the extant literature on status and employee creativity.

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