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Book part
Publication date: 4 October 2022

Tae-Youn Park, Reed Eaglesham, Jason D. Shaw and M. Diane Burton

Incentives are effective at enhancing productivity, but research also suggests that performance incentives can have “unintended negative consequences” including increases

Abstract

Incentives are effective at enhancing productivity, but research also suggests that performance incentives can have “unintended negative consequences” including increases in hazard/injuries, increases in errors, and reduction in cooperation, prosocial behaviors, and creativity. Relatively overlooked is whether, when, and how incentives can be designed to prevent such negative consequences. The authors review literature in several disciplines (construction, healthcare delivery, economics, psychology, and [some] management) on this issue. This chapter, in toto, sheds a generally positive light and suggests that, beyond productivity, incentives can be used to improve other outcomes such as safety, quality, prosocial behaviors, and creativity, particularly when the incentives are thoughtfully designed. The review concludes with several potential fruitful areas for future research such as investigations of incentive-effect duration.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-80455-046-5

Keywords

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.

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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: 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…

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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. 25 no. 1
Type: Research Article
ISSN: 1460-1060

Keywords

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…

1071

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

Keywords

Article
Publication date: 23 August 2022

Rehema Namono, Peter Wanyama Obanda, Dan Ayebale, Emmanuel Isiagi and Gorden Wofuma

Scholars have emphasized the antecedent role of personal factors such as creative self-efficacy (CSE) in enhancing innovative behavior in work settings. Existent studies…

Abstract

Purpose

Scholars have emphasized the antecedent role of personal factors such as creative self-efficacy (CSE) in enhancing innovative behavior in work settings. Existent studies have revealed that individuals with high CSE have the cognitive ability to resiliently exhibit innovative work behavior (IWB). Little is however known as regards the influence of CSE on innovative work behavior in service settings, more so in developing countries. This study sought to establish the antecedent role of CSE on IWB as a multistage process comprising creativity and IWB.

Design/methodology/approach

The research adopted a cross-sectional research design to establish the hypothetical influence of CSE on innovative work behavior and collected data at one point in time. The researchers used regression analysis to establish the influence of CSE on IWB using a sample of teaching staff selected from Ugandan public Universities.

Findings

The findings reveal that CSE has a significant effect on creativity as the first step in the innovation process. The results further revealed that CSE has a statistically significant influence on IWB.

Research limitations/implications

The researchers collected data from public Universities, and the application of the findings may fall short when applied to a setting of private universities. Therefore, future research can consider a setting of private universities to replicate the current study findings. The study was cross-sectional, and yet employees' CSE and innovation behavior may change over time. This study opens grounds for longitudinal research in the same research area.

Practical implications

The study shapes direction for practicing managers to resiliently strategize for enhancing creative self-efficacy of employees to promote IWB. Specifically, our study indicates that organizations must enhance positive organizational behavior like CSE to enhance employees' ability to resiliently overcome the fear of uncertainty associated with innovation. While devising the intervention strategies geared towards enhancing CSE, organizations need to consider the stage of IWB required whether at creativity or innovation stage of the innovative behavior.

Originality/value

This research is empirically and theoretically valuable. This is an original study to establish a direct causal influence of CSE on creativity and IWB using a sample drawn from public Universities in the context of a developing Country. Theoretically, the study expands on the applicability of the social cognitive theory (SCT) by revealing that the influence of an individual's personality characteristics like CSE varies with the stage of IWB because the tasks involved in the various types of IWB differ and thus the magnitude of influence varies.

Details

Continuity & Resilience Review, vol. 4 no. 3
Type: Research Article
ISSN: 2516-7502

Keywords

Article
Publication date: 28 September 2022

Abraham Ansong, Ethel Esi Ennin and Moses Ahomka Yeboah

The study investigated the effects of relational leadership on hotel employees' creativity, using knowledge-sharing behaviour and leader–follower dyadic tenure as…

Abstract

Purpose

The study investigated the effects of relational leadership on hotel employees' creativity, using knowledge-sharing behaviour and leader–follower dyadic tenure as intervening variables.

Design/methodology/approach

A self-administered questionnaire was used to collect data from 355 employees of authorized hotels from the conurbation of Cape Coast and Elmina in Ghana. To evaluate the study's research hypotheses, the authors used WarpPLS and PLS-SEM.

Findings

The findings demonstrated that while knowledge-sharing behaviour did not directly affect employee creativity, it did have a significant mediating effect on the link between relational leadership and the creativity of employees. The study also revealed that the ability of relational leaders to drive knowledge-sharing behaviour was not contingent on leader–follower dyadic tenure.

Practical implications

The results of this study have practical relevance for human resource practitioners in the hospitality industry. Given that relational leadership has a positive relationship with employee creativity, the authors recommend that hotel supervisors relate well with employees by sharing valuable information and respecting their opinions in decision-making.

Originality/value

Studies on the role of relational leadership and employee creativity are scanty. This study develops a model to explain how relational leadership could influence employee creativity by incorporating knowledge-sharing behaviour and leader–follower dyadic tenure.

Details

Journal of Hospitality and Tourism Insights, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2514-9792

Keywords

Article
Publication date: 6 December 2021

Abdul Alem Mohammed, Alberto Ferraris and Ciro Troise

This study aims to explore how corporate social responsibility (CSR) dimensions (i.e. economic; legal; ethical; philanthropic) foster employee creativity during the…

Abstract

Purpose

This study aims to explore how corporate social responsibility (CSR) dimensions (i.e. economic; legal; ethical; philanthropic) foster employee creativity during the COVID-19 pandemic. Specifically, an attempt is made to investigate the mediating role of affective commitment to explain the above linkage.

Design/methodology/approach

The survey data were collected from 167 employees in the emerging market of Saudi Arabia. The data was analysed using PLS-SEM for frequency, reliability, confirmatory factor analyses and structural equation modelling.

Findings

The CSR dimensions, particularly the ethical and philanthropic dimensions, showed both direct and indirect effects on the creativity behaviour of employees during the COVID-19 pandemic. Moreover, affective commitment mediated the relationship between the legal, ethical and philanthropic CSR dimensions and creativity behaviour.

Originality/value

This study enriches previous CSR empirical research and adds to current literature focused on the determinants of CSR dimensions' effectiveness; particularly, the research is set in a challenging scenario characterized by the pandemic. So, this paper extends previous studies by investigating under which key conditions CSR dimensions are most effective, in particular in two main directions. First, it contributes to the CSR literature by determining how various CSR dimensions influence creativity behaviour during a pandemic. Pandemics are events that occur regularly, and the COVID-19 pandemic, in particular, offers the opportunity to explore its effects on employees' behaviours in the current context. Second, the study's mediation findings contribute to new empirical evidence which suggests that affective commitment has a positive effect on the CSR dimensions of employee creativity behaviour during a pandemic in an emerging market.

Details

Management Decision, vol. 60 no. 10
Type: Research Article
ISSN: 0025-1747

Keywords

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…

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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

Keywords

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…

1914

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

Keywords

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

Keywords

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