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1 – 10 of over 7000Birna Dröfn Birgisdóttir, Sigrún Gunnarsdóttir and Marina Candi
Leadership is an essential contributor to employee creative self-efficacy, and past research suggests a positive relationship between servant leadership and creative self-efficacy…
Abstract
Purpose
Leadership is an essential contributor to employee creative self-efficacy, and past research suggests a positive relationship between servant leadership and creative self-efficacy. However, the relationship is complex and contingent upon moderating variables, and this research examines the moderating effect of role clarity by drawing on social exchange theory and social cognitive theory.
Design/methodology/approach
Data collected from a survey among 116 emergency room employees is used to test the research model using moderated ordinary least squares regression.
Findings
The results confirm a positive relationship between servant leadership and creative self-efficacy and suggest a U-shaped relationship between role clarity and creative self-efficacy. Furthermore, role clarity positively moderates the relationship between servant leadership and creative self-efficacy.
Research limitations/implications
The sample used for this research mainly consisted of highly educated employees within a specific setting. Future research is needed to study if the relationships found in this research can be generalized to other organizational settings.
Practical implications
This research suggests that leaders can support employees' creative self-efficacy through servant leadership, particularly when coupled with high role clarity.
Originality/value
Rapidly changing work environments are characterized by decreased role clarity, so attention is needed to its moderating role on the relationship between servant leadership and creative self-efficacy.
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Fong-Jia Wang, Weisheng Chiu, Kuo-Feng Tseng and Heetae Cho
In this study the authors examined the impact of employees' collaborative behaviours with colleagues and customers (i.e. employee–employee collaboration and employee–customer…
Abstract
Purpose
In this study the authors examined the impact of employees' collaborative behaviours with colleagues and customers (i.e. employee–employee collaboration and employee–customer collaboration) on their creative self-efficacy and service innovation from the perspective of service-dominant logic. The authors also examined the differences between frontline and non-frontline fitness service employees in our research model. This study aims to discuss the aforementioned objectives.
Design/methodology/approach
Participants were fitness-centre employees in Taiwan recruited via convenience sampling. A total of 410 participants completed our online survey, and the authors analysed the data using partial least squares structural equation modelling (PLS-SEM).
Findings
The authors found that collaboration with both colleagues and customers had a positive impact on employees' creative self-efficacy. Collaboration with colleagues directly affected service innovation, while collaboration with customers indirectly affected service innovation via creative self-efficacy. In addition, there was a significant difference between frontline and non-frontline employees in our research model. Specifically, the path from collaboration with customers to creative self-efficacy was stronger for frontline employees, and the path from creative self-efficacy to service innovation was stronger for non-frontline employees.
Originality/value
This study improves the understanding of the way in which different collaborative behaviours promote employees' creative self-efficacy and service innovation. Further, it is the first to identify the difference between frontline and non-frontline employees and it shows how the effects of collaborative behaviours differ between them in the context of fitness services.
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Tomas G. Thundiyil, Dan S. Chiaburu, Ning Li and Dave T. Wagner
The purpose of this study is to test a model connecting Chinese employees’ positive and negative affect and creative self-efficacy with supervisor-rated creative performance in…
Abstract
Purpose
The purpose of this study is to test a model connecting Chinese employees’ positive and negative affect and creative self-efficacy with supervisor-rated creative performance in Chinese business. Building on the cognitive tuning theory, this paper answers several calls for research to examine the joint effects of positive and negative affects on creative performance in the China business environment.
Design/methodology/approach
The participants were drawn from one of the largest petrochemical companies in China. We drew 459 leader-subordinate dyads across different jobs situated in multiple divisions to complete our surveys. The authors used hierarchical linear modeling to test the hypotheses.
Findings
The findings suggest that creative self-efficacy has a positive influence on creative performance during low PA scenarios. The authors also demonstrated that for employees in China, creative self-efficacy has a positive influence on creativity when employees experience both low levels of positive affect and high levels of negative affect.
Originality/value
As the findings suggest, Chinese employees who experience positive affect may engage in heuristic, top-down cognitive processes. Furthermore, findings from the present study also serve to extend the scope of the cognitive tuning model by testing the informational roles of positive and negative affects in self-regulatory processes rather than focusing directly on the main effects of employee affect. An important finding in this study is the three-way interaction indicating that individuals experiencing low positive affect and high negative affect will see a strong connection between creative self-efficacy and creative performance.
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Yong Zhang, Lirong Long and Junwei Zhang
Previous studies concerning on the effect of reward on individual creativity have generated generally inconsistent conclusions. These ambiguities call for more studies to explore…
Abstract
Purpose
Previous studies concerning on the effect of reward on individual creativity have generated generally inconsistent conclusions. These ambiguities call for more studies to explore the potential boundary conditions under which reward may or may not promote creativity. The purpose of this paper is to clarify how pay for performance (PFP), a specific type of extrinsic reward awarded in field settings, impacts employees’ creative self-efficacy, and their creativity under varying levels of procedural justice as well as willingness to take risks.
Design/methodology/approach
This study used a survey method to investigate nine enterprises in China. A total of 236 matched subordinate-supervisor questionnaires were returned (a 94.4 percent response rate). Because of missing data, the final usable sample comprised 213 subordinate-supervisor matched questionnaires.
Findings
The results suggest that for employees with low procedural justice perception or low willingness to take risks, PFP was negatively related to creative self-efficacy and creativity; where procedural justice or willingness to take risks was high, those relationships were positive. In addition, moderated path analysis revealed that when procedural justice or willingness to take risks was high, PFP had a positive indirect effect on creativity via creative self-efficacy, whereas when procedural justice or willingness to take risks was low, the indirect effects of PFP on creativity via creative self-efficacy were negative.
Research limitations/implications
The findings shed light on the process through which and the conditions under which PFP may promote creativity.
Practical implications
The findings have concrete implications for how to leverage PFP to enhance employee creativity through creative self-efficacy.
Originality/value
The results further underscore the need to rethink the simple reward-promotes (or hinders)-creativity model in order to think in more complex ways about how and under what conditions PFP might promote or inhibit creativity. Second, the results of this research better explain how PFP promotes or inhibits creative performance by pointing to the important mediating role of creative self-efficacy. Finally, the results indicated that social cognitive theory can be used as an overarching theory to clarify how and why reward can influence creativity. Thus, the research contributes to the current literature by developing a new theoretical perspective for exploring the relation of reward to creativity.
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Mingjun Yang, Tuan Trong Luu and David Qian
Service innovative behavior from employees helps hospitality organizations gain a competitive advantage and sustain business flourishment. Although group diversity has been…
Abstract
Purpose
Service innovative behavior from employees helps hospitality organizations gain a competitive advantage and sustain business flourishment. Although group diversity has been demonstrated as a predictor of employee outcomes, whether group diversity in terms of extraversion and openness enhances employee service innovative behavior remains a gap. This study aims to fill this gap by developing a multilevel model of the direct relationship between group diversity in terms of extraversion and openness and employee service innovative behavior and also the mediations and moderations behind the relationship.
Design/methodology/approach
The authors collectd data from 44 Chinese hospitality teams. The research model was validated by multilevel structural equation modeling.
Findings
Results showed that both group extraversion diversity and group openness diversity fostered employee service innovative behavior via creative self-efficacy. Developmental culture strengthened the effectiveness of group openness diversity on creative self-efficacy and the effectiveness of creative self-efficacy on employee service innovative behavior. Nevertheless, developmental culture did not strengthen the effectiveness of group extraversion diversity on creative self-efficacy.
Practical implications
Findings suggest that managers and team leaders from hospitality organizations can elicit employee service innovative behavior through increasing group diversity in terms of extraversion and openness. Hospitality practitioners also should understand that employees’ confidence for creativity is able to channel group diversity into employee service innovative endeavors. Moreover, building developmental culture is essential for hospitality teams to strengthen the effect of group diversity on innovating services.
Originality/value
This study expands the diversity-innovation research through unfolding both the mediations and the moderations behind the link between group diversity in terms of extraversion and openness and employee service innovative behavior.
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Yuan-Cheng Chang and Napawan Jaisook
The purpose of this study aims to understand if there are any differences in the influence of aesthetic experience and creative self-efficacy on innovative behaviors of Thai…
Abstract
Purpose
The purpose of this study aims to understand if there are any differences in the influence of aesthetic experience and creative self-efficacy on innovative behaviors of Thai students and Chinese international students and whether creative self-efficacy has a mediating effect between aesthetic experience and innovative behavior.
Design/methodology/approach
Three Thai universities with Chinese international students were selected through purposive sampling. There were 329 valid responses, consisting of responses from 170 Thai students and 159 Chinese students. The data were analyzed by employing multigroup structural equation modeling.
Findings
The analysis of the differences between the students of the two countries shows that the influence of aesthetic experience on creative self-efficacy, as well as the creative self-efficacy on innovative behavior of Chinese international students, is greater than that of Thai students, while the influence of aesthetic experience on innovative behavior of Thai students is greater than that of Chinese international students.
Originality/value
There are some differences between Thai and Chinese students, which could be attributed to their differing environments, cultures and prior learning experiences.
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Guohong Helen Han and Yuntao Bai
Research has shown that creative self-efficacy is an important antecedent of workplace creativity, but recent research indicates that this relationship may be moderated by…
Abstract
Purpose
Research has shown that creative self-efficacy is an important antecedent of workplace creativity, but recent research indicates that this relationship may be moderated by contextual factors. The current study investigates whether leader dialectical thinking and leader member exchange moderate the relationship between employee creative self-efficacy and employee creativity.
Design/methodology/approach
A survey sample of 222 employees in 43 teams from Chinese high-tech companies was collected and HLM was used to test our research model.
Findings
The positive association between employee creative self-efficacy and employee creativity was strengthened when a leader displayed a dialectical thinking style. Additional analyses failed to find support for the moderating role of leader-member exchange (LMX).
Research limitations/implications
These findings establish leadership cognitive style as a potential boundary condition of the relationship between creative self-efficacy and employee creativity.
Practical implications
Companies can make an active effort in recruiting and training leaders who have a dialectical mindset as they can play significant roles in facilitating employee creativity.
Social implications
Technological advancement and innovation is important for social welfare. This paper helps to improve the efficiency of creativity processes and finally benefits the whole society.
Originality/value
This is the first introduction of the leader's dialectical thinking as a moderator of the relationship between creative self-efficacy and creativity.
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Shen Lei, Cuijuan Qin, Muhammad Ali, Susan Freeman and Zheng Shi-Jie
The purpose of this study is to develop and test a multilevel conceptual model which explains how authentic leadership (AL), through an innovative team atmosphere and promotion of…
Abstract
Purpose
The purpose of this study is to develop and test a multilevel conceptual model which explains how authentic leadership (AL), through an innovative team atmosphere and promotion of self-efficacy, influences creativity. The study delineates two pathways from AL to creativity. The first pathway is an indirect effect through an innovative atmosphere at the team level and self-efficacy at the individual level, while the second pathway focuses on the moderating effect of AL between self-efficacy and individual creativity.
Design/methodology/approach
Data were collected from 58 team leaders and 283 employees in a creative industry park in the Yangtze River Delta region from China. Path analysis was conducted to test the proposed hypotheses using the statistical package M-plus (v. 7).
Findings
The results reveal that AL is an important antecedent of creativity. Furthermore, an innovation-based atmosphere at the team level mediates the theorized relationship between AL and individual creativity. However, creative self-efficacy at the individual level does not mediate this relationship. Finally, the study found that AL moderates the relationship between creative self-efficacy and individual creativity.
Originality/value
The implications of this study highlight important considerations for enterprises in creative industry parks within and beyond China. This study provides industry leaders with a clearer and more insightful and coherent means of understanding the mediating mechanism between AL and creativity, and the moderating effects of AL between individual self-efficacy and creativity through a new linkage model.
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Ghulam Jan, Siti Rohaida Mohamed Zainal and Lata Lata
The purpose of this paper is to explore the influence of an emerging and idealized leadership style in hospitality research such as servant leadership on employees’ innovative…
Abstract
Purpose
The purpose of this paper is to explore the influence of an emerging and idealized leadership style in hospitality research such as servant leadership on employees’ innovative work behavior (IWB) via creative self-efficacy. This study also aims to investigate the moderating role of knowledge sharing between creative self-efficacy and IWB.
Design/methodology/approach
Data were collected from employees working in four- and five-star hotels in Pakistan. Partial least square-structural equation modeling via Smart PLS was used for data analysis.
Findings
Findings of the study reported the significant mediating effect of creative self-efficacy beliefs between servant leadership and IWB. Furthermore, the relationship between creative self-efficacy and IWB was strengthened to the extent that knowledge sharing among employees in the hotel firms was high.
Practical implications
Practitioners looking to enhance creative self-efficacy and IWB can do so by developing the servant leadership qualities of managers.
Originality/value
This paper contributes to the literature by showing creative self-efficacy as a crucial mediating mechanism through which servant leadership enhances employees’ IWB in the hospitality industry. Moreover, the findings add understanding in the body of knowledge that knowledge sharing among members in hospitality firms play boundary condition in the creative self-efficacy-IWB linkage.
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Ci-Rong Li, Yanyu Yang, Chen-Ju Lin and Ying Xu
This research adopts a dynamic self-regulation framework to test whether there is a curvilinear relationship between creative self-efficacy and individual creative performance at…
Abstract
Purpose
This research adopts a dynamic self-regulation framework to test whether there is a curvilinear relationship between creative self-efficacy and individual creative performance at the within-person level. Furthermore, to establish a boundary condition of the predicted relationship, the authors build a cross-level model and examine how approach motivation and avoidance motivation moderate the complex relationship between creative self-efficacy and individual creative performance.
Design/methodology/approach
To obtain results from a within-person analysis, the authors collect multi-source data from 125 technicians who provided monthly reports over an 8-month period.
Findings
The authors find evidence of an inverted U-shaped relationship between creative self-efficacy and individual creative performance at the within-person level and differential moderating effects of approach/avoidance motivations.
Originality/value
This study is one of the first to challenge the assumption that creative self-efficacy always has a positive linear relationship with creativity. It provides a more complete view of the complex pattern between creative self-efficacy and creativity at the within-person level.
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