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Article
Publication date: 9 August 2022

K. Jnaneswar and Gayathri Ranjit

The purpose of this study is to examine the serial mediating mechanism between self-leadership and employee creativity through organizational commitment and work…

Abstract

Purpose

The purpose of this study is to examine the serial mediating mechanism between self-leadership and employee creativity through organizational commitment and work engagement. Drawing on the self-determination theory and broaden and build theory, this study investigates the indirect effect of self-leadership on employee creativity through organizational commitment and work engagement.

Design/methodology/approach

The relationships were investigated using PROCESS macro for SPSS. Data were collected from 324 employees working in the Indian automobile industry. Structural equation modelling was used to evaluate the model fit of the measurement model.

Findings

The results of the study revealed that self-leadership impacts employee creativity. Further, the findings showed that both organizational commitment and work engagement individually mediate the relationship between self-leadership and employee creativity. The key finding of this research was the partial serial mediation of organizational commitment and work engagement in the relationship between self-leadership and employee creativity.

Originality/value

This is one of the primary studies that examined the serial mediating effect of organizational commitment and work engagement in the relationship between self-leadership and employee creativity. This study contributes to the existing literature on self-leadership and employee creativity by evincing the mediating mechanism of organizational commitment and work engagement.

Details

Evidence-based HRM: a Global Forum for Empirical Scholarship, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2049-3983

Keywords

Open Access
Article
Publication date: 26 July 2022

Jalal Rajeh Hanaysha, V.V. Ajith Kumar, Mohammad In'airat and Ch. Paramaiah

This research mainly aims to test the impact of two leadership styles (ethical and servant leadership) on employee creativity; and to determine whether organizational…

Abstract

Purpose

This research mainly aims to test the impact of two leadership styles (ethical and servant leadership) on employee creativity; and to determine whether organizational citizenship behavior (OCB) mediates the relationships between them.

Design/methodology/approach

The paper relied on a quantitative research approach with a sample of 213 staff from public universities in the United Arab Emirates. In this paper, the partial least square approach (PLS-SEM) was employed in order to verify the proposed hypotheses.

Findings

The outcomes confirmed that OCB has a positive impact on employee creativity. Additionally, the findings indicated that ethical leadership positively affected OCB and employee creativity. It was also confirmed that servant leadership has a significant positive impact on OCB and employee creativity. Finally, the findings revealed that OCB fully mediates the linkages among servant and ethical leadership and employee creativity.

Originality/value

This paper acknowledges the existing gaps in the prior literature, and enables us to understand clearly about the significance of ethical as well as servant leadership in affecting employee creativity via OCB as a mediator.

Article
Publication date: 26 July 2022

Baek-Kyoo Joo, Jeong-Ha Yim, Young Sim Jin and Soo Jeoung Han

This study aims to investigate the relationship between empowering leadership and employee creativity and the mediating roles of work engagement and knowledge sharing in…

Abstract

Purpose

This study aims to investigate the relationship between empowering leadership and employee creativity and the mediating roles of work engagement and knowledge sharing in this relationship.

Design/methodology/approach

Using the results of a survey of 302 knowledge workers from a leading telecommunications company in South Korea, the relationships among the variables empowering leadership, work engagement and knowledge sharing on employee creativity were analyzed using conducted confirmatory factor analysis and structural equation modeling. This study conducted bootstrap analyses to test the mediating effects.

Findings

Empowering leadership was positively and significantly associated with work engagement and knowledge sharing. Work engagement was significantly related to knowledge sharing and employee creativity. In turn, knowledge sharing was significantly associated with employee creativity. The direct effect of empowering leadership on employee creativity was nonsignificant, but this study found a significant indirect effect of empowering leadership on employee creativity via the significant mediating roles of work engagement and knowledge sharing.

Originality/value

This study introduced empowering leadership that may work for knowledge workers who create new ideas by analyzing data from the knowledge workers’ perceptions of their leaders in the workplace. The intuitive linkage between work engagement and knowledge sharing was empirically verified in this study. This study’s findings and implications provide direction for knowledge workers and how their managers should support employees’ work environment and activities.

Details

European Journal of Training and Development, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2046-9012

Keywords

Article
Publication date: 9 May 2022

Fatemeh Nili and Misagh Tasavori

Employeescreativity is critical for the growth and survival of firms. Therefore, the purpose of this study is to propose a motivational model of creativity to address…

Abstract

Purpose

Employeescreativity is critical for the growth and survival of firms. Therefore, the purpose of this study is to propose a motivational model of creativity to address the effect of an autonomy-supportive climate on employee creativity. This study investigates whether this effect is mediated by intrinsic motivation in employees and depends on company support for creativity.

Design/methodology/approach

This study used a quantitative approach to collect data by conducting a survey in a developing country using paper-based questionnaires. From 220 questionnaires distributed, 151 usable survey responses were gathered for this study. In addition, structural equation modeling was used to test the hypothesis.

Findings

The results suggest a motivational contingent path through which employeescreativity would be promoted. The findings indicate that employees in autonomy-supportive climates are more intrinsically motivated and more creative only when the company supports creativity.

Practical implications

The findings suggest that managers should provide employees with an autonomy-supportive climate. Furthermore, rewarding, recognizing and encouraging creativity in employees should be considered by companies.

Originality/value

This research integrates Amabile’s (1996) model of creativity and basic needs theory to empirically shed light on the inconsistent findings of the mediating role of intrinsic motivation in the relation of contextual factors to creativity. This study extends Amabile’s (1988) model to include an autonomy-supportive climate and explain how and when this kind of interpersonal climate contributes to enhanced creativity in employees. This research contributes to the basic needs theory by demonstrating that satisfaction of basic needs can also enhance creativity. The findings also add to the interactionist perspective of creativity because this study examines the interaction effect of company support for creativity and intrinsic motivation.

Details

European Business Review, vol. 34 no. 5
Type: Research Article
ISSN: 0955-534X

Keywords

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: 14 March 2022

Zhiqiang Liu, Xi Ouyang and Xiaoqing Pan

This study aims to explore how employees respond to tensions in groups and whether experiencing tensions could spur on their creativity (including radical and incremental…

Abstract

Purpose

This study aims to explore how employees respond to tensions in groups and whether experiencing tensions could spur on their creativity (including radical and incremental creativity). Through integrating the literature on tension and regulatory focus theory, this study develops a model depicting the process from experiencing tensions to creativity via regulatory foci. This study further investigates the moderating effect of employees’ hierarchical level on these processes.

Design/methodology/approach

A two-wave survey was conducted with a sample of 375 employees in China. MPLUS was used to examine the moderated mediation model.

Findings

The results show that experiencing tensions can simultaneously activate employees’ prevention focus and promotion focus, both of which in turn influence radical and incremental creativity. Specifically, prevention focus mediates the negative relationship between experiencing tensions and the two aforementioned types of creativity, and promotion focus mediates the positive relationship between experiencing tensions and radical creativity. Employees’ hierarchical level significantly buffers the link between experiencing tensions and prevention focus.

Practical implications

Organizations should optimize their work design to simplify the role demand of employees in the early stages of their careers. Top-tier employees should be encouraged and empowered to think and act with a paradoxical approach, which can drive them to generate more creative outcomes. Besides, when aiming to discover radical ideas, managers should emphatically cultivate employees’ promotion focus.

Originality/value

This study contributes to the literature on tension through revealing and testing the dual paths resulted by employees’ experiencing tensions. It also advances current research by contrasting the effects of experiencing tensions on different types of creativity.

Details

Chinese Management Studies, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1750-614X

Keywords

Article
Publication date: 15 March 2022

Juliet Eyore Ikhide, Ahmet Tarik Timur and Oluwatobi A. Ogunmokun

Rather than overstating the favorable effects of gamification on work outcomes, the purpose of this paper is to present a more balanced perspective into the effects a…

Abstract

Purpose

Rather than overstating the favorable effects of gamification on work outcomes, the purpose of this paper is to present a more balanced perspective into the effects a gamified human resource management (HRM) system may have on creativity at work. This conceptual paper explores and delineates how employees' interaction with gamification features within a gamified HRM system enables and particularly undermines employees' motivation for workplace creative performance.

Design/methodology/approach

The cross-disciplinary nature of this paper necessitates the reliance on theoretical principles, the explanatory and predictive capacities of theories central to human-computer interaction, employee motivation and creativity fields. Thus, the tenets of affordance, self-determination and dynamic componential theory were utilized to analyze the affordance of a gamified HRM system for employees' creative outcomes.

Findings

It is discovered that augmenting the HRM system with gamification affordance is crucial amid global market change and increasing digitization. However, incorporating game design elements into work systems does not necessarily guarantee an increase in creative outcomes. On the contrary, the system may equally undermine employees' motivation, which in turn hampers their creative outcomes.

Originality/value

Many gamification papers have more often than not touted the positive effects of such a system on the targeted outcome. Based on the affordance theory which shows that a user's interaction with gamification properties could produce different outcomes (not only favorable ones) and considering the intricacies of employees' motivation and behavioral outcomes at work, this paper takes a more balanced perspective to examine how gamification could generate intended as well as unintended consequences for employees' creativity, which is crucial to overall job performance.

Details

Personnel Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 3 December 2021

Talat Islam and Momina Asad

This study aims to examine knowledge sharing as an explanatory variable between entrepreneurial leadership and employee creativity. The authors further examined the…

Abstract

Purpose

This study aims to examine knowledge sharing as an explanatory variable between entrepreneurial leadership and employee creativity. The authors further examined the moderating role of creative self-efficacy between knowledge sharing and employee creativity.

Design/methodology/approach

The authors collected data from 307 employees and their immediate supervisors working in IT-based organizations.

Findings

The authors noted that entrepreneurial leaders positively affect employeescreativity and knowledge sharing positively explains this association. The authors further noted individuals high in creative self-efficacy strengthen the association between knowledge sharing and employee creativity.

Research limitations/implications

The authors used a cross-sectional design to collect data that may restrict causality. Still, the study suggests management learn, develop and implement entrepreneurial skills that foster knowledge sharing to enhance creativity. In addition, hiring individuals with creative self-efficacy would further encourage creativity.

Originality/value

Drawing upon social exchange theory, the authors are first to examine knowledge sharing as a mediating mechanism between entrepreneurial leadership and employee creativity. In addition, the authors examined creative self-efficacy as a conditional variable on the association between knowledge sharing and employee creativity.

Details

VINE Journal of Information and Knowledge Management Systems, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2059-5891

Keywords

Article
Publication date: 23 September 2021

Samuel T. Opoku, Bettye A. Apenteng and Kwabena G. Boakye

This paper aims to explore the mediating effect of organizational support for innovation and moderating impact of supervisory support on how rewards shape employee

Abstract

Purpose

This paper aims to explore the mediating effect of organizational support for innovation and moderating impact of supervisory support on how rewards shape employee creativity among rural healthcare employees, a group with few resources and considerable expectations.

Design/methodology/approach

Using a regression-based moderated path analysis, the authors tested the hypotheses with healthcare employee survey data from a large Southern rural hospital in the USA.

Findings

The empirical results suggest organizational support for innovation mediates the influence of rewards on employee creativity. In addition, the indirect effect of rewards on employee creativity via organizational support for innovation is moderated by supervisory support, such that the indirect effect is more pronounced at high levels of supervisory support than at low levels of supervisory support.

Originality/value

This study contributes to the organizational support and creativity literature by exploring the indirect relations of rewards on employee creativity through organizational support for innovation, and the moderating role of supervisory support in such relations.

Article
Publication date: 21 January 2022

Thi Phuong Linh Nguyen, Thu Thuy Nguyen, Cong Doanh Duong and Xuan Hau Doan

The purpose of this paper is to investigate the effects of transformational leadership on employee creativity through psychological empowerment, creative process…

Abstract

Purpose

The purpose of this paper is to investigate the effects of transformational leadership on employee creativity through psychological empowerment, creative process engagement and intrinsic motivation.

Design/methodology/approach

Data were collected from 420 employees at 21 telecommunications enterprises in Vietnam directly by questionnaire survey. Statistical methods, such as confirmatory factor analysis (CFA) and structural equation model (SEM), were used to analyze the data.

Findings

This paper shows that transformational leadership indirectly affects employee creativity through the mediating variables. Transformational leadership has a positive relationship with psychological empowerment. Psychological empowerment has a proportional relationship with both creative process engagement and intrinsic motivation. Creative process engagement and intrinsic motivation have been shown to have positive effects with the employee creativity.

Research limitations/implications

The main limitation of this paper is that the study only explores the relationship between transformational leadership and employee creativity through a number of the mediating variables.

Practical implications

The telecommunications industry is an industry that requires constant innovation, so managers need to aim for a leadership style that promotes employee creativity. Therefore, transformational leadership is a style that should be considered during the appointing and recruiting.

Originality/value

This paper contributes to the existing literature by focusing on understanding the relationship between transformational leadership and employee creativity in telecommunications enterprises in an Asian country with an emerging economy like Vietnam.

Details

Management Decision, vol. 60 no. 3
Type: Research Article
ISSN: 0025-1747

Keywords

1 – 10 of over 26000