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1 – 10 of over 21000
Article
Publication date: 28 March 2022

Zhenting Xu, Xianmiao Li, Xiuming Sun, Mengting Cheng and Jicheng Xu

Drawing on the social exchange theory, this study examines the impact of self-sacrificial leadership on employee creativity and explores the mediating role of employees'…

Abstract

Purpose

Drawing on the social exchange theory, this study examines the impact of self-sacrificial leadership on employee creativity and explores the mediating role of employees' creative process engagement and shared vision, along with the multilevel moderating role of shared vision.

Design/methodology/approach

The data were collected from 78 R&D teams, and hierarchical linear model and bootstrapping analysis outlined by Hayes were used to test the hypotheses.

Findings

Self-sacrificial leadership exerted a significantly positive impact on employee creativity, employees' creative process engagement and shared vision, whereas employees' creative process engagement and shared vision mediated the relationship between self-sacrificial leadership and employee creativity, respectively. Moreover, shared vision significantly moderated the relationship between employees' creative process engagement and employee creativity, such that the higher the shared vision, the stronger the relationship between employees' creative process engagement and employee creativity.

Practical implications

Organizations and managers should provide leadership development training programs, such as leadership skills and abilities, to exhibit their self-sacrificing behaviors. Besides, while team leaders set an example for employees, in turn, spurring employees' creative process engagement, they should also elucidate the team/organization mission, amplify the publicity and employees' understanding of the mission.

Originality/value

This study advances the self-sacrificial leadership and creativity literature by establishing employees' creative process engagement and shared vision as crucial mediators and shared vision as boundary condition in the relationship between employees' creative process engagement and employee creativity, as well as stressing the theoretical research of leadership and creativity.

Details

Management Decision, vol. 60 no. 8
Type: Research Article
ISSN: 0025-1747

Keywords

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…

1155

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

Keywords

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

2598

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

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…

6376

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

Keywords

Article
Publication date: 21 December 2021

Saira Begum, Enjun Xia, Fayaz Ali, Usama Awan and Muhammad Ashfaq

The aims of this study were three-fold: to determine the impact of green transformational leadership on creative process engagement, green product innovation and green…

Abstract

Purpose

The aims of this study were three-fold: to determine the impact of green transformational leadership on creative process engagement, green product innovation and green process innovation; to examine the association of creative process engagement with green product and process innovation and to identify the mediating influence of creative process engagement in the association between green transformational leadership and green process and product innovation.

Design/methodology/approach

Data was collected through a survey questionnaire from 291 middle- and lower-level managers and employees through simple random sampling in four high-tech manufacturing industries situated in Beijing, Shanghai and Shenzhen in China. We examined the data through structural equation modeling using partial least squares to test the study hypotheses.

Findings

The findings unveiled that green transformational leadership and creative process engagement positively influence green product innovation and green process innovation. Similarly, green transformational leadership is positively linked with creative process engagement. The findings further revealed that creative process engagement mediates the impact of green transformational leadership on green process and product innovation. Hence, our findings provide strong support for the role of green transformational leadership and creative process engagement in improving green process and product innovation.

Research limitations/implications

Our sample is limited to China and collected from high-tech manufacturing industries.

Practical implications

Drawing on the componential theory of creativity, the authors suggest that organizational leaders, specifically those who practice green transformational leadership, should increase creative process engagement among subordinates, as it is a crucial intangible resource for green process and product innovation.

Social implications

We suggest that a combination of green transformational leadership and creative process engagement improves green process and product innovation as well as the environmental performance of a business by eliminating all forms of hazardous material and waste.

Originality/value

This work is one of the earliest empirical studies to evaluate the influence of green transformational leadership on fostering green product and process innovation and the mediating impact of creative process engagement on the linkage among green transformational leadership, green product and process innovation within the manufacturing context.

Details

Journal of Manufacturing Technology Management, vol. 33 no. 4
Type: Research Article
ISSN: 1741-038X

Keywords

Article
Publication date: 5 October 2021

Thi Phuong Linh Nguyen and Hau Xuan Doan

The objective of this study is to investigate the relationship between psychological empowerment and employee creativity with the mediating role of creative process

Abstract

Purpose

The objective of this study is to investigate the relationship between psychological empowerment and employee creativity with the mediating role of creative process engagement and intrinsic motivation by testing the research model.

Design/methodology/approach

Data were collected from in-depth interviews and surveys of 420 Vietnamese telecommunications enterprises employees. To test models and hypotheses, the collected data has been processed through Cronbach's alpha analysis, exploratory factor analysis (EFA), confirmatory factor analysis (CFA) and structural equation modeling (SEM) using SPSS 22.0 and AMOS 24.0 tools.

Findings

The results confirm that psychological empowerment has a positive direct and indirect relationship through creative process engagement and intrinsic motivation with employee creativity.

Research limitations/implications

The main limitation of this paper is that a full study of the impact of leadership style on psychological empowerment and psychological empowerment to employee creativity should be conducted in the future at Vietnamese telecommunications enterprises.

Practical implications

Telecommunications enterprises managers who want to stimulate employee creativity need to pay attention to empowering workers and creating conditions for them to participate in the creative process when doing work.

Originality/value

The main contribution of this research is to apply theories of psychological empowerment, self-determination and composition theory of creativity to understand the relationship between psychological empowerment, creative process engagement, intrinsic motivation and employee creativity of telecommunications enterprises employees in the context of a developing country in Asia.

Details

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

Keywords

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…

1594

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

Keywords

Article
Publication date: 14 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. 16 no. 8
Type: Research Article
ISSN: 1746-8809

Keywords

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

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…

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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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