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Article
Publication date: 25 December 2020

Afsaneh Bagheri, Morteza Akbari and Armin Artang

This paper explored the ways through which entrepreneurial leadership practices of chief executive officers (CEOs) enhance their employees' innovation at workplace in…

Abstract

Purpose

This paper explored the ways through which entrepreneurial leadership practices of chief executive officers (CEOs) enhance their employees' innovation at workplace in knowledge-based firms. Building on social cognitive theory and resource-based view of firms, this paper argues that entrepreneurial leadership fosters employees' innovation work behavior by enhancing their individual and team creativity self-efficacy.

Design/methodology/approach

The sample was selected from knowledge-based firms in Iran using the simple random sampling method. Two mediation models were tested using data from 41 CEOs and 207 employees in two separate phases.

Findings

The analysis supported that CEOs' entrepreneurial leadership improves their employees' innovation work behavior through enhancing their individual and team creativity self-efficacy.

Originality/value

The research contributes motivational and enabling mechanisms at both individual and team levels that entrepreneurial leaders use to improve employees' innovation work behavior in the context of knowledge-based firms. The findings may assist managers and business leaders in effectively leading innovation process.

Details

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

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Article
Publication date: 16 October 2017

Ashkan Khalili

The purpose of this study is to develop and validate a theory-based measure presenting the creative and innovative leadership behavior construct.

Abstract

Purpose

The purpose of this study is to develop and validate a theory-based measure presenting the creative and innovative leadership behavior construct.

Design/methodology/approach

The theoretical dimensions of five leadership theories (transformational leadership, change-oriented leadership, innovation champion, leader – member exchange and authentic leadership) were synthesized. Using a quantitative approach, the population sample was composed of 514 respondents who held management and non-management positions. The validity and reliability of the instrument were evaluated.

Findings

The results indicated that the newly developed 24-item measure achieved an acceptable level of reliability and validity in measuring the creative and innovative leadership behavior construct. Eventually, the findings revealed positive and significant influence of creative and innovative leadership behavior on creativity and innovative behavior at the individual level in the workplace.

Practical implications

Organizations should invest in the creative and innovative leadership behavior construct in their training and in the selection of leaders with the newly developed 24-item measurement scale if their purpose is to nurture and enhance creativity and innovation.

Originality/value

This study makes important theoretical contributions in different ways. The newly developed instrument contributes to the relevant literature through the development and validation of a theory-based measure. Also, this study expands knowledge about resources in the workplace that nurture and enhance creativity and innovation at the individual level.

Details

Management Research Review, vol. 40 no. 10
Type: Research Article
ISSN: 2040-8269

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Article
Publication date: 14 September 2017

Chen-Ju Lin

In this study, self-leadership strategy serves as a self-regulatory mediating mechanism of individual differences in predicting individual creativity because it is related…

Abstract

Purpose

In this study, self-leadership strategy serves as a self-regulatory mediating mechanism of individual differences in predicting individual creativity because it is related to actions intended to lead their own goal-directed activities. The purpose of this paper is to explore the boundary conditions of the effect of regulatory focus on employee self-leadership behaviors.

Design/methodology/approach

Considering the contextual influence, cross-level moderating effect of empowering leadership on the relationship between the promotion (prevention) focus and self-leadership has been examined. The research data were collected from 441 employees of 65 work teams from three software companies located in Northern Taiwan. A time-lagged design by implementing three time surveys was applied to minimize potential problems of cross-sectional design. At Time 1, employees completed the measures of promotion focus, prevention focus, empowering leadership, and individual-level control variables. At Time 2, employees reported the extent of their self-leadership at work. In the final survey, team leaders assessed the individual employee creativity.

Findings

This study concludes several findings. When self-leading behavior-focused strategies are considered as mediators, the indirect relationships that promotion focus and prevention focus had with individual creativity were confirmed. As an influential team-level indicator, empowering leadership could moderate the relatedness between employees promotion-focused strategies and behavior-focused strategies that positively influenced on individual creativity.

Originality/value

In this study, responding to the call by De Stobbeleir et al. (2011) to examine how employees actively manage their creative performance, the author zoomed in on self-leadership strategies and how these strategies relate to actual creative performance.

Details

Leadership & Organization Development Journal, vol. 38 no. 8
Type: Research Article
ISSN: 0143-7739

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Article
Publication date: 13 June 2020

Osman M. Karatepe, Mohammed Aboramadan and Khalid Abed Dahleez

Drawing from theory of organizational creativity, servant leadership (SEL), social exchange and social learning theories, this paper aims to propose a research model where…

Abstract

Purpose

Drawing from theory of organizational creativity, servant leadership (SEL), social exchange and social learning theories, this paper aims to propose a research model where climate for creativity mediates the influence of SEL on management innovation and innovative behavior. The model also investigates the linkage between innovative behavior and management innovation.

Design/methodology/approach

Data collected from Arab hotel employees in Palestine were used to gauge the aforesaid linkages through structural equation modeling. Common method variance was checked through an unmeasured latent method factor.

Findings

The results reveal that climate for creativity mediates the impact of SEL on management innovation and innovative behavior. Successful SEL practices enable the organization to have climate for creativity, which, in turn, leads to management innovation and innovative behavior. Furthermore, hotel employees’ innovative behavior fosters management innovation.

Practical implications

Top management should have a high level of commitment to the SEL philosophy, which boosts climate for creativity and innovative behavior. It should also capitalize on climate for creativity to activate management innovation. In such an environment, management has to ensure that the supervisors are servant leaders and non-managerial employees are the potential servant leaders. Once employees are trained, empowered and rewarded in an environment which highlights effective SEL practices, they will be more eager to contribute to the company by exhibiting innovative behavior at elevated levels.

Originality/value

Despite a number of studies in the current literature, evidence concerning the effect of SEL on management innovation and innovative behavior simultaneously is scarce. There is still a dearth of evidence pertaining to the underlying mechanism through which SEL fosters management innovation and innovative behavior. In addition, evidence appertaining to the impact of innovative behavior on management innovation is scarce. The study fills in these voids.

Details

International Journal of Contemporary Hospitality Management, vol. 32 no. 8
Type: Research Article
ISSN: 0959-6119

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Article
Publication date: 18 October 2011

Terje Slåtten, Göran Svensson and Sander Sværi

The purpose of this paper is to describe and explain the relationships between empowering leadership and a humorous work climate; and service employees' creativity and…

Abstract

Purpose

The purpose of this paper is to describe and explain the relationships between empowering leadership and a humorous work climate; and service employees' creativity and innovative behaviour in frontline service jobs.

Design/methodology/approach

A model of causal relationships is presented, along with formulated hypotheses. The data were collected with a survey answered by frontline service employees in hotels.

Findings

The findings indicate a strong relationship between frontline cognitive creativity production of novel ideas and the behavioural implementation of these ideas into their respective work role. Moreover, the empirical findings indicate that both empowering leadership and a humorous work climate are able to trigger frontline service employees' creativity. In addition service employees' creativity appears to be a mediating variable in the relationship between empowering leadership, a humorous work climate, and the service employees' innovative behaviour.

Research limitations/implications

This study limits its focus on two factors: the stimulation of service employees' creativity and innovative behaviour in frontline service jobs, both of which offer opportunities for further research.

Practical implications

This study has indicated that both leadership practice and work climate play important roles in explaining service employees' creativity and innovative behaviour. In particular, managers should be aware of their empowering practices, as well focusing on the degree of a humorous work climate. An important practical managerial implication from the findings is to take humour into account and consequently to develop and implement strategies followed by necessary actions to manage humour in an appropriate manner in service organizations.

Originality/value

The reported study contributes to enhancing the knowledge of the roles of empowering leadership and a humorous work climate for service employees' creativity and innovative behaviour in frontline service jobs.

Details

International Journal of Quality and Service Sciences, vol. 3 no. 3
Type: Research Article
ISSN: 1756-669X

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Article
Publication date: 20 December 2018

Yiyuan Mai, Wenge Zhang and Lihua Wang

The purpose of this paper is to apply the social cognitive theory and social learning theory to examine the different mechanisms through which entrepreneurs’ moral…

Abstract

Purpose

The purpose of this paper is to apply the social cognitive theory and social learning theory to examine the different mechanisms through which entrepreneurs’ moral awareness and ethical behavior affect the product innovation of new ventures.

Design/methodology/approach

The authors collected survey data from 150 founders and 389 founding team members of new ventures in China in 2015. The final sample contained 113 questionnaires from entrepreneurs and 246 questionnaires from their founding team members. Regression analyses were used to test direct effects, and Preacher and Hayes’ (2004) formal mediation test approach with bootstrapping method was used to evaluate the mediation effects.

Findings

The findings indicate that the ethical levels of entrepreneurs can affect the product innovation of a new venture through two paths: entrepreneurs with low levels of moral awareness tend to be more individually creative, which facilitates product innovation, and entrepreneurs with high levels of ethical behavior can make founding teams more creative, which also promotes product innovation.

Practical implications

The findings of this study suggest that entrepreneurs are not negatively affected by their low moral awareness as long as they exhibit high ethical behavior with founding team members. But such low moral awareness has to be genuine. The best way to promote product innovation in the long run is to create an organizational culture of ethical behavior rather than to ignore moral issues in decision-making.

Originality/value

This study challenges the assumption that moral awareness and ethical behavior are always consistent. It takes an initial step to resolve the contradiction in the current literature regarding the relationship between the ethical levels of entrepreneurs and product innovation in the context of founders and founding teams in new ventures.

Details

Chinese Management Studies, vol. 13 no. 2
Type: Research Article
ISSN: 1750-614X

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Article
Publication date: 15 March 2021

Lifan Chen, Shengming Liu, Yue Wang and Xiaoli Hu

This study argues that leader humility is an important facilitator of team creativity. Based on social learning theory, the study explores a new mechanism that links…

Abstract

Purpose

This study argues that leader humility is an important facilitator of team creativity. Based on social learning theory, the study explores a new mechanism that links humble leader behavior to team creativity through a path of team learning.

Design/methodology/approach

Data were collected in two private-owned technology companies located in South China. The two-time survey included 77 team leaders and 310 employees. An analysis of time-lagged, multisource data was conducted.

Findings

Evidence shows that humble leader behavior promotes team learning behavior through a social learning process, with a subsequent increase in team creativity. This influence is also strengthened when leader effectiveness is high.

Practical implications

Team creativity is an important determinant of organizational success. This research shows that humble leaders can motivate team creativity by acting as a role model. In addition, this research also reminds us that humble leader behavior loses its effect if the leader is incapable.

Originality/value

This research contributes to existing literature on humble leader behavior and team creativity, especially on the mechanisms and contingency effects between these factors.

Details

Journal of Managerial Psychology, vol. 36 no. 3
Type: Research Article
ISSN: 0268-3946

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Article
Publication date: 21 September 2020

Sajjad Nazir, Amina Shafi, Muhammad Ali Asadullah, Wang Qun and Sahar Khadim

The main purpose of this study is to investigate the mechanism through voice behavior mediates the relationship between ethical leadership and employees' creativity. This…

Abstract

Purpose

The main purpose of this study is to investigate the mechanism through voice behavior mediates the relationship between ethical leadership and employees' creativity. This study also examines the moderating role of psychological empowerment and innovative climate between ethical leadership and employee creativity.

Design/methodology/approach

We used a survey questionnaire to collect multi-wave data from 295 employees working in the IT sector to test the proposed hypotheses of this study.

Findings

The findings revealed that ethical leadership boosts employee creativity, and voice behavior mediates the positive relationship between ethical leadership and employee creativity. Moreover, the results confirm the significant moderating role of psychological empowerment on the relationship between ethical leadership and voice behavior. A positive moderation of innovative climate was also confirmed in the association between voice behavior and creativity. Employees with supportive innovative climate adopt creative behavior when they can voice their concerns freely.

Practical implications

Ethical leadership is a vital tool for fostering employee's creativity by providing autonomy to raise their voice at the workplace in the emerging markets.

Originality/value

This is one of the leading researches to emphasize the role of ethical leadership for employee creativity, and the key contribution is to discover voice as a potential mediator for ethical leadership and an innovative climate as a potential moderator in the relationship between voice behavior and employee creativity.

Details

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

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Article
Publication date: 6 July 2012

Gro Ellen Mathisen, Ståle Einarsen and Reidar Mykletun

The purpose of this paper is to examine the role of leaders’ creativity as a predictor of organizational creativity. The authors expected that creative leaders would…

Abstract

Purpose

The purpose of this paper is to examine the role of leaders’ creativity as a predictor of organizational creativity. The authors expected that creative leaders would promote creativity directly by functioning as a model and inspiration for their followers and indirectly by promoting a creativity‐supporting work climate.

Design/methodology/approach

The research was conducted in organizations within the restaurant sector; the data were obtained using questionnaires to employees and leaders (n=207), as well as external raters’ evaluation of restaurant creativity level. Responses from each organization were aggregated using mean scores (n=39).

Findings

Significant positive associations were found between leaders’ creative behavior, organizational creative climates, and organizational creative behavior. Mediation analyses revealed that the relationship between leaders’ creative behavior and organizational creativity was mediated by organizational creative climate.

Practical implications

The results may provide useful guidelines for organizations that put emphasis on creativity, both for leader recruitment and leader development.

Originality/value

The paper contributes to the creativity literature since it is one of the first to explore leader personality and leader creative behavior as predictors of creativity in organizations.

Details

International Journal of Manpower, vol. 33 no. 4
Type: Research Article
ISSN: 0143-7720

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Article
Publication date: 10 July 2020

Xuemei Liu, Zhiwei Zhu, Zheng Liu and Chunyan Fu

This study, based on construal level theory, aims to examine the influential mechanism of leader empowerment behaviour on employee creativity. Specifically, it examines…

Abstract

Purpose

This study, based on construal level theory, aims to examine the influential mechanism of leader empowerment behaviour on employee creativity. Specifically, it examines the mediating role of cognitive flexibility between leader empowerment behaviour and employee creativity, along with the moderating effect of consideration of future consequences (CFC) on this linkage.

Design/methodology/approach

A two time-point survey study (n = 214) was conducted to collect information from leaders and employees in terms of mutual evaluation in several Chinese industries. To effectively avoid common source bias, this survey was conducted through pairing leaders and employees. During the survey, the supervisors and subordinates were double-blinded. Correlation analysis and hierarchical regression analysis were used to test the research hypotheses.

Findings

Firstly, leader empowerment behaviour can significantly predict employee creativity. Second, cognitive flexibility plays a partial mediating role in the linkage between leader empowerment behaviour and employee creativity. Thirdly, CFC moderates the relationship between leadership empowerment behaviour and cognitive flexibility. The mediating role of cognitive flexibility underlies the overall moderating effect of CFC on the relationship between leader empowerment behaviour and employee creativity.

Research limitations/implications

We used construal level theory to explain the influence of the mechanism of leader empowerment behaviour on employee creativity. In this manner, this study bridges the gap between theory and practice, as well as enriching the research on leader empowerment behaviour and employee creativity, especially in the Chinese context. Moreover, our study has several practical managerial implications, based on the importance of employee creativity. It inspires the implementation of leader empowerment behaviour, cultivation of employee creativity and introduction of several procedures.

Originality/value

This paper discusses the influential mechanism of leader empowerment behaviour on employee creativity from a new perspective and explains the process of encouraging employee creativity through information-processing methods. It mainly highlights the application of construal level theory to discuss employee creativity and develops a new research frame for employee creativity. Leaders can raise employee creativity through leader empowerment behaviour.

Details

Management Decision, vol. 58 no. 12
Type: Research Article
ISSN: 0025-1747

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