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The purpose of the study was to determine the relationship between personal mastery orientation and employee creativity through internalized extrinsic motivation (identified regulation) and intrinsic motivation while testing job complexity as a boundary condition.

The authors tested this study model using a cross-sectional design with a sample of (N = 361). The study population was software developers from across different cities of Pakistan. Respondents were asked to rate themselves on creative behavior. Partial least square structural equation (PLS-SEM) and PROCESS macro were used for data analysis.

The results of the study confirm that personal mastery orientation positively affects employee creativity. Furthermore, both identified regulation and intrinsic motivation mediate the relationship between personal mastery and employee creativity. Job complexity was shown to moderate the direct relationship between personal mastery, identified regulation and intrinsic motivation such that for higher job complexity levels, the relationship between personal mastery and both types of motivation (identified and intrinsic) becomes stronger. The authors confirm that the indirect relationship between personal mastery and employee creativity through identified regulation was contingent upon job complexity level. In comparison, the indirect relationship between personal mastery and employee creativity through intrinsic motivation is not contingent upon the level of job complexity.

There are a few limitations to the authors' study. The current study is based on a cross-sectional design; therefore, this is of limited causal value. The authors suggest the studies examining similar relations to this study model use a longitudinal design. The incumbent of the job reports creative behavior; therefore, this is susceptible to common method bias (CMB). A peer-reported or supervisor-reported creative behavior should be used to eliminate the CMB in future studies.

The authors' study provides valuable input in identifying the complex mechanism through which creative behavior is induced involving individual personality disposition, job attributes and various types of motivations. In this study, the authors tried to reveal the mechanism through which personal mastery orientation predicts creative behavior. In the authors' endeavor of testing the motivational paths through which personal mastery orientation predicts creative behavior, the authors confirmed the efficacy of autonomous-complex motivation based on the self-determination framework. The authors' findings add to the evidence of the importance of intrinsic motivation in inducing creative behavior and recommend that the researcher should not ignore intrinsic motivation when exploring the effectiveness of extrinsic motivation.

The study's findings strengthen the argument of the continuum-like structure of the motivation types under self-determination theory(SDT). The authors argued that intrinsic motivation is a relatively stable type of motivation when creative behavior is involved and is not contingent upon the job attributes. These findings add to the evidence that intrinsic motivation is stable compared to extrinsic motivation. Another important contribution of this study is that the authors identified a boundary condition for the internalized extrinsic motivation when serving as creativity predicting mechanism and ruled the presence of a conditional effect when intrinsic motivation is involved.

Based on the leader-members exchange (LMX) theory, the purpose of this paper is to examine the impact of ambidextrous leadership on employee creativity through ambidextrous behavior. The study also investigates an organizational culture that amplifies the positive influence of ambidextrous leadership on employee creativity.

Primary data were collected form 300 permanent employees of the local government department of Azad Jammu and Kashmir (AJK). Hypotheses were tested by using Hayes PROCESS macro.

Results indicated that ambidextrous style of leadership and employee creativity is mediated by ambidextrous behavior of employees. The findings of the study also established the fact that the relationship of ambidextrous leadership and employee creativity is subject to the organizational culture.

The current study was carried out in the local government department; researchers can conduct research by studying multiple government departments at once. In addition, the present study is cross-sectional; scholars in future can take a longitudinal approach to capture employee creativity at different points of time.

For establishing a welcoming innovation atmosphere and assist workers' creative behaviors, ambidextrous leadership should be practiced by leaders from day-to-day operations. Leaders must create flexible abilities to adapt internal resources (knowledge and values) in the public sector into new behavioral patterns that encourage employee creativity.

This is the first study that investigates the ambidextrous behavior as a vital intervening mechanism in the ambidextrous leadership–employee creativity linkage. Further, this study provides first empirical evidence by study the organizational culture as a moderator in determine the impact of ambidextrous leadership on employee creativity.

The present study intends to study the role of green transformational leadership in promoting green employee behaviour via green employee creativity. The study will draw its foundation from resource-based view and social exchange theory, thereby providing theoretical underpinning to explore the relationship between leadership, creativity and green behaviour.

A survey questionnaire was prepared to collect data to examine the relationship among the variables. Responses of 82 human resource (HR) managers and 488 employees of Indian Information Technology/Information Technology Enabled Services (IT/ITES) firms were used for the study. A 2-1-1 multi-level structural equation modelling (ML-SEM) was performed using Mplus version 8.6 software.

The study reveals significant and positive association for first three hypotheses, i.e. the direct relationship between green transformational leadership, green employee creativity and green employee behaviour. However, the fourth hypothesis is partially supported. Green employee creativity partially mediates the direct relationship between green transformational leadership and green employee behaviour.

By examining how green transformational leadership influences green employee behaviour through the interaction of creativity, the research offers a novel contribution to the field of sustainable organizational practices, enhancing the understanding of leadership, creativity and environmental commitment. The present research addresses pressing societal issues, contributes to more environmentally responsible practices and enhances the understanding of leadership and creativity in today's socially conscious world. Such a holistic examination of these interconnected factors can lead to actionable strategies for organizations to navigate the challenges of environmental responsibility in a rapidly changing world.

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

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.

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.

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.

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.

Drawing on conservation of resources and social exchange theories, the authors build and test a theoretical model examining the association of environmentally-specific empowering leadership (ESEL) with green creativity as well as the mediating and moderating roles of green knowledge sharing behavior and green psychological climate, respectively, in this association.

Data were collected in three different waves from 265 employees working in three-, four- and five-star hotels located in major cities in Pakistan. EFA, CFA and PROCESS macro were utilized to validate the study's research model and to examine the hypotheses.

The results indicated that ESEL is positively associated with green creativity, and green knowledge sharing behavior is an effective underlying mechanism between the ESEL–green creativity association. Furthermore, this study’s findings suggested that green psychological climate moderates the direct and indirect associations such that the associations were stronger when green psychological climate was more positive rather than less positive.

The study provides important lessons to managers and policymakers about the benefits of ESEL to achieving green employee creativity within the hospitality sector and helps to contextualize the importance and relevance of addressing global challenges in light of the United Nations (UN) Sustainable Development Goals (SDGs).

The study is the first to explore the green adaptation of empowering leadership, its effects, mechanisms and boundary conditions.

This study aims to explore the mediating role played by the contradictory behaviour of knowledge sharing and knowledge hiding in the relationship between paradoxical leadership and employee creativity.

A survey was conducted with 276 employees working in information technology firms in India. “To assess the relationship between the constructs, single and parallel mediation analysis of structural equation modelling (SEM) and confirmatory factor analysis (CFA) have been performed”.

This study found that paradoxical leadership is significantly associated with employee creativity. Besides, it has also been found that knowledge sharing has emerged as a mediator that explains the relationship between paradoxical leadership and creativity, while knowledge hiding has not been a mediator to explain the relationship between paradoxical leadership and creativity among employees. According to the study, it was found that discouraging knowledge-hiding behaviour can increase employee knowledge sharing, which in turn fosters employee creativity.

Research has examined the relationship between paradoxical leadership and employee creativity in this paradigm, as well as the roles of knowledge sharing and knowledge hiding as mediators.

The results of this study will help top management to create strategies for enhancing the relationship between a leader and their subordinates by using effective knowledge management strategies that foster employee creativity. Employee creativity would be facilitated effectively by the paradoxical leader who regulates knowledge-hiding behaviour among employees and promotes knowledge-sharing behaviour.

This study addresses the gap in prior research by investigating the role of paradoxical leadership in managing the contradictory behaviours of knowledge sharing and hiding and their impact on employee creativity. As the motivation for knowledge sharing and hiding are inherently distinct, leaders with paradoxical qualities foster a culture of openness and trust to encourage knowledge-sharing while discouraging knowledge-hiding behaviour. By controlling knowledge-hiding behavior empowers employees to make meaningful contributions to the organization’s success through effective collaboration and teamwork, allowing for a more innovative and creative workplace. Because preventing knowledge-hiding behaviour is a means to promote knowledge sharing and ultimately foster creativity in an organisation. Overall, this paper offers unique insights into the intricate dynamics of knowledge management and provides valuable recommendations for leaders managing employees exhibiting contradictory behaviours in the workplace.

The study aims to explore ‘motivational climate', which designs the recurring patterns associated with employees' attitudes, behaviour, and feelings. If organizations successfully adopt a motivational climate, such climate influences the performance and behavior of employees to a great extent. Responsible leadership plays a constructive role in injecting a motivational climate in an organization to ensure information flow. In a motivational climate, top management or leaders reward their employees for individual progress, improvement and mastery. Knowledge sharing is supported in a mastery climate because such a climate can reduce the motive of knowledge hiding and instead further help in stimulating creativity.

Study was to scrutinize a moderated-mediation model, a quantitative hypothetic deductive approach to verify the hypotheses of the study. The data were gathered from employees and supervisors of advertising agencies and marketing departments in metropolitan cities of Punjab, Pakistan. Such firms and departments are considered because they offer a great opportunity to relevant variables and their relations. These organizations and departments are the most creativity-seeking domains and involve frequent interactions (for instance, regular meetings) between leaders with their employees and among peers. Data were primarily gathered from managerial employees performing their duties in the areas mentioned above.

Current study reveals that RL has a positive and significant relation with employee creative behaviour. Increasing RL characteristics can ultimately boost employee performance in the creativity domain. Being a responsible leader becomes mandatory for leaders to foster employee creativity to maintain the sustainability of an organization. It is confirmed from the results that responsible leadership articulates the mind thinking of employees, which creates an open environment of information while persuading creative and similar behaviour.

The current research investigates how responsible leadership can efficiently leverage the stakeholder approach in influencing employees through a knowledge-based pathway to boost their creative behaviour. The current study tends to uncover the mediating effect of the basic construct of knowledge management, which is knowledge sharing. Knowledge sharing enables employees to exchange their information while creating mutual understanding, which helps in the smooth flow of knowledge within the organization; this flow enriches employees to think openly in a creative and appreciative environment.

The purpose of this study is to examine tolerance of channel partners’ opportunistic behaviors as a viable governance mechanism and to test contingent transaction benefit and cost factors to determine tolerance of opportunistic behaviors.

Through the theoretical lenses of governance value analysis and transaction cost economics, this study theorizes that a supplier’s tolerance of its reseller’s opportunistic behaviors should depend on transaction benefit factors (e.g. new product creativity and marketing program creativity) and transaction cost factors (e.g. performance ambiguity and opportunity cost). The author empirically tests the moderation model using data from a large-scale survey of 141 mobile phone suppliers in South Korea.

The empirical results largely support the predictions on the moderating effects. For transaction benefit factors, marketing program creativity increases the supplier’s tolerance, while new product creativity does not increase the supplier’s tolerance. For transaction cost factors, the supplier’s concerns about opportunity cost increase the level of tolerance, while performance ambiguity of a business partner decreases the tolerance level.

Theorizing opportunistic behaviors as a policy variable subject to benefit-cost assessment rather than an assumption provides new insights to interfirm governance research.

To the best of the author’s knowledge, this study is the first kind to consider transaction benefit and cost factors together in a single contingency framework in tolerance research. Also, this research provides a new perspective on a microlevel marketing factor (i.e. creativity) as an influential factor in governance mechanisms.

Unlike multinational companies, small and mid-size enterprises (SMEs) have budget constraints and, thereby, cannot invest heavily in improving the creativity of employees. They look for alternative budget-friendly ways to do the same. The authors of the current paper attempt to identify two psychological-based constructs which positively influence creativity among employees. Both these psychological constructs may be improved among the employees using suitable interventions from the human resource (HR) professionals and line managers working in the organization. This study is an attempt to test the influence of organization-based self-esteem (OBSE) and psychological capital (PC) (both malleable) on creative performance behaviour (CPB) among SME employees.

Validated instruments were used to collect data. Structural equation model (SEM) was used to evaluate the 377 responses collected from the employees working in three SME's in India. All three SMEs work in the area of innovative process design and require a high level of creativity among employees.

PC fully mediates the relationship between OBSE and the CPBs of employees. Employees experiencing higher levels of OBSE will develop higher self-esteem, and these employees will exhibit more creative behaviours, increasing the likelihood of achieving creative results.

This study provides valuable inputs to the creativity literature as it describes the process of how self-esteem influences the creativity of an employee. HR professionals working in SMEs can work on enhancing the OBSE and PC (both malleable) of employees to improve creativity among employees.

To the best of the researcher's knowledge, this is the first attempt to identify frugal ways to improve creativity, especially in SMEs.

Although previous research has shown that proactive initiatives are mostly related to performance- and creativity-related outcomes, the questions of “how” and “when” proactivity brings about creativity are not still fully answered. This conceptual investigation aims to explain the intervening role of job crafting by conceptualising it as a behavioural mechanism that employees engage in to increase their functioning. Besides, this study examines initiative climate as a contextual factor that shapes this intervening mechanism.

Drawing on job demands-resources (JD-R) theory, we put forward propositions explaining how proactive employees engage in promotive and preventive forms of job crafting, which results in creative outcomes. This study’s theoretical approach also illuminates the person–context interaction in creativity research by incorporating initiative climate.

This study underscores the behavioural and contextual determinants of the employee proactivity and creativity relationship. This study discussed how proactive employees reveal their creative potential by engaging not only in promotive job crafting but also in preventive job crafting. Besides, this study suggested that a sufficient level of initiative climate might be a prerequisite for enacting proactive behaviour.

This study attempted to contribute to the current understanding of employee proactivity and creativity literature by conceptually investigating this relationship from the JD-R perspective. Therefore, in addition to the predictable outcomes of promotive job crafting, we also underscored the temporal role of preventive job crafting on employee creativity. Besides, this study stressed that initiative climate reflects a crucial contextual determinant in this relationship.