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Article
Publication date: 6 March 2017

Liqun Wen, Mingjian Zhou and Qiang Lu

This study aims to explore the domain of leader’s creativity and suggests that leader’s creativity can be present as both worker-role creativity and manager-role creativity

Abstract

Purpose

This study aims to explore the domain of leader’s creativity and suggests that leader’s creativity can be present as both worker-role creativity and manager-role creativity. Then, the study examines the influence of leader’s worker-role creativity and manager-role creativity on employees’ creativity and team creativity. As a contextual factor, the identification with leader is taken as a moderator at both the individual and team levels.

Design/methodology/approach

With data that was collected from 229 employees and 32 team leaders in entrepreneurial and R&D teams of China, hierarchical regression is conducted to test the hypotheses at individual and team levels separately.

Findings

The results show that leader identification plays a different role in moderating the effects of worker-role creativity and manager-role creativity on employees’ and team creativity. For the relationships between worker-role creativity and employees’ and team creativity, they are positive when leader identification is high and negative when it is low. For the relationships between manager-role creativity and team creativity, it is stronger when leader identification is higher rather than lower.

Research limitations/implications

This study answers the call for studying the roles of creative role models and provides new evidence of the leader as a role model. The exploration of the domain of leader’s creativity and the different effects on creative outcome brings an interesting perspective on creativity and leadership research.

Originality/value

The present study draws on the advance to develop the content of leader’s creativity. Then, the moderating role of identification with leader between leader’s creativity and employees’ creativity and team creativity is comprehensively examined.

Details

Nankai Business Review International, vol. 8 no. 1
Type: Research Article
ISSN: 2040-8749

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Article
Publication date: 22 October 2010

Chaoying Tang

The purpose of this paper is to analyse the influence approach between team leadership and research and develop (R&D) team creativity in one joint‐venture firm of Chinese…

Abstract

Purpose

The purpose of this paper is to analyse the influence approach between team leadership and research and develop (R&D) team creativity in one joint‐venture firm of Chinese hi‐tech industries.

Design/methodology/approach

Data were collected from 14 R&D teams in one leading electronic joint‐venture firm in China based on questionnaires. Data were analyzed using hierarchical regression analysis to test the mediate effect of knowledge sharing on the relationship between leader's empowerment behavior and team creativity.

Findings

The results reveal that, after the effects of leader's empowerment behavior had been controlled, tacit knowledge sharing contributed significantly to the explained variance of team creativity, while the explicate knowledge sharing was not significantly affect the creativity. Thus, tacit knowledge sharing partially mediated the relationship between leader's empowerment behavior and team creativity. The limitations of this study include it just selects the self‐report questionnaire to do the data collection, and the samples just come from one company in China.

Practical implications

This empirical study implicates that it is necessary for R&D team leader to manage team communication, such as management the team communication channel and work place, as team communication is the pre‐requirement of the team divergent thinking. Second, team leaders can use the empowerment behaviors to encourage team members do tacit knowledge sharing. This might be a challenge of Chinese R&D team leaders in the hi‐tech industries. It means instead of maintaining personal authority which is the traditional leadership behavior in China, R&D team leader should learn to do more empowering behavior to improve the team creativity.

Originality/value

This paper points out team communication is the important approach between team leader's empowering behavior and the team creativity under the merging contexts. Furthermore, it empirical finds that the tacit knowledge share rather than the explicit knowledge sharing has such mediation effect.

Details

Journal of Science and Technology Policy in China, vol. 1 no. 3
Type: Research Article
ISSN: 1758-552X

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Article
Publication date: 13 July 2015

Yuntao Bai, Peter Harms, Guohong (Helen) Han and Wenwen Cheng

This study aims to introduce a new cognitive style, dialectical thinking, to demonstrate how it can influence a leader’s impact on team conflict and employee performance…

Abstract

Purpose

This study aims to introduce a new cognitive style, dialectical thinking, to demonstrate how it can influence a leader’s impact on team conflict and employee performance. Specifically, this study intends to answer the research questions “whether and how leader’s dialectical thinking would influence employee performance” with conflict management perspective in the Chinese context.

Design/methodology/approach

Multilevel structural equation modeling was used to test the theoretical model with 222 employees in 43 teams from Chinese high-tech manufacturing firms.

Findings

The authors found that the leader’s dialectical thinking had positive relationships with employee creativity and in-role performance and that the relationships were mediated by the leader’s conflict management approach and team conflict in sequence.

Practical implications

Selecting, recruiting or promoting of leaders with a dialectical thinking style or providing training to enhance leaders’ dialectical thinking is important for facilitating team conflict management and employee performance.

Originality/value

This is the first empirical paper to introduce dialectical thinking into the leadership, conflict and employee performance literatures.

Details

International Journal of Conflict Management, vol. 26 no. 3
Type: Research Article
ISSN: 1044-4068

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Article
Publication date: 3 April 2017

Wallace Alexander Williams, Randolph-Seng Brandon, Mario Hayek, Stephanie Pane Haden and Guclu Atinc

The purpose of this paper is to examine how servant leadership and political skill combine to impact workplace spirituality and employee creativity.

Abstract

Purpose

The purpose of this paper is to examine how servant leadership and political skill combine to impact workplace spirituality and employee creativity.

Design/methodology/approach

Participants were working adults recruited by graduate and undergraduate students from a US public regional comprehensive university. Data were collected across three time periods, with a final sample size of 280 participants.

Findings

The authors’ findings suggest that servant leaders impact employee creativity by fostering an environment that promotes workplace spirituality. Furthermore, this relationship is strengthened to the extent that the servant leader possesses high levels of political skill.

Research limitations/implications

This study provides a foundation for the interplay between servant leadership and political skill. Therefore, the data collection procedures undertaken in this study (i.e. from sources in multiple organizations) are beneficial. A limitation to this study is the use of a single informant to measure all of the constructs, which may cause a bias in the results.

Practical implications

This study provides a foundation for the interplay between servant leadership and political skill. Therefore, the data collection procedures undertaken in this study (i.e. from sources in multiple organizations) are beneficial.

Originality/value

Although servant leadership research continues to receive increased attention in the extant literature, researchers have tended to focus on the relational aspects of servant leadership. Curiously, the “leader” side of servant leadership has been largely neglected. As a result, some have questioned the construct as a viable leadership model. Greenleaf (1977), however, noted that servant leaders also possess conceptual skills; yet, these skills are rarely included in servant leadership measurements or empirical studies. The authors argue that political skill captures the essence of these abilities, and that including it strengthens the servant leader’s impact on workplace spirituality, ultimately influencing employee creativity.

Details

Leadership & Organization Development Journal, vol. 38 no. 2
Type: Research Article
ISSN: 0143-7739

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Article
Publication date: 13 January 2020

Ali Zeb, Nor Hazana Abdullah, Altaf Hussain and Adnan Safi

This paper aims to analyze the influence of authentic leadership on knowledge sharing and employee’s creativity through the mediating role of team environment of…

Abstract

Purpose

This paper aims to analyze the influence of authentic leadership on knowledge sharing and employee’s creativity through the mediating role of team environment of psychological safety and trust.

Design/methodology/approach

The participants in this study were 60 team leaders and 300 team members’ working in different Overseas Employment Promoters Agencies (OEPA) at Islamabad region, Pakistan. In addition to the authentic leadership of their supervisors, employees reported their perception of being psychologically safe and in the environment of team trust at work, whereas supervisors rated employee’s creativity at work areas. Confirmatory factor analysis (CFA) was carried out using structural equation modelling (SEM) for validation of results among the variables.

Findings

The major findings of the study were (a) authentic leadership positively predicted knowledge sharing and employees’ creativity through the mediator’s role of team environment (psychological safety and team environment of trust), and (b) team environment of psychological safety and team environment of trust affected both the knowledge sharing and employee’s creativity.

Practical implications

Authentic leadership has to be synergized with environment of psychological safety and team environment of trust, to enhance employees’ creativity. The results of the study delineated practical applications for both the researchers and policymakers. The results of this study would also augment the body of knowledge on human resource practices in both developed and developing countries.

Originality/value

This is one of the first studies to empirically examine the influence of authentic leadership on knowledge sharing and employee’s creativity through the mediator role of team environment of psychological safety and trust in OEPA in Pakistan.

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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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Article
Publication date: 19 November 2018

Michel Zaitouni and Mohamed Laid Ouakouak

Previous research has emphasized how leadership style and collegial relationships can foster creativity in the workplace; in a related sense, understanding how support…

Abstract

Purpose

Previous research has emphasized how leadership style and collegial relationships can foster creativity in the workplace; in a related sense, understanding how support from leaders and coworkers affect the creativity process is critical too. Therefore, the purpose of this paper is to seek a deeper understanding of how leadership support and coworker support influence employee creativity.

Design/methodology/approach

A quantitative study was conducted among 299 employees working at eight organizations in a non-western country.

Findings

The results of this research revealed that both leadership support and coworker support exert positive influences on employee creativity, moderated by several additional variables. Specifically, employee engagement and tenure both strengthen the relationship of leadership support with employee creativity. Furthermore, individual creativity has a positive impact on job performance.

Research limitations/implications

These findings offer theoretical and practical implications, as well as directions for further research

Originality/value

This research examined the impacts of leadership support and coworker support on employee creative behavior and individual performance. To better understand the nature of these impacts, the authors introduced two moderators such as employee engagement and tenure. To the best of our knowledge, there are no empirical evidences regarding whether and how leadership support and coworker support interact with employee engagement and tenure to influence employee creative behavior and individual performance.

Details

International Journal of Productivity and Performance Management, vol. 67 no. 9
Type: Research Article
ISSN: 1741-0401

Keywords

Content available
Article
Publication date: 13 November 2019

Abrar Ali Mohammadusman Saiyed

The purpose of this paper is to explore the relationship between leadership and business model innovation (BMI) in an entrepreneurial firm. From the literature, it was…

Abstract

Purpose

The purpose of this paper is to explore the relationship between leadership and business model innovation (BMI) in an entrepreneurial firm. From the literature, it was found that the role of a leader in BMI was unexplored. A research framework was created which was the replication of the model created showing the relationship between leadership and innovation.

Design/methodology/approach

The qualitative single in-depth case study was used to understand the effects of leadership in BMI. The case of an entrepreneurial firm in the graphic and animation education sector from India was chosen to test the research framework. The leader of Xplora Design Skools was observed closely, and he was interviewed multiple times.

Findings

From the analysis, it was clear that, in this organization, the leader was a trigger for BMI through creating and influencing creativity and innovation in the organization. This case also shows that he was making tangible contribution to the work being done and motivating his employees. These initiatives show his influence on the process or execution of BMI.

Originality/value

This is the first study explores the role of a leader in BMI in an entrepreneurial firm in emerging economy contexts like India.

Details

New England Journal of Entrepreneurship, vol. 22 no. 2
Type: Research Article
ISSN: 2574-8904

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Article
Publication date: 27 January 2012

María F. Muñoz‐Doyague and Mariano Nieto

The purpose of this paper is to analyze how the exchanges that employees maintain with their immediate superior and with their work group influence the creativity that…

Abstract

Purpose

The purpose of this paper is to analyze how the exchanges that employees maintain with their immediate superior and with their work group influence the creativity that they manifest.

Design/methodology/approach

A study was carried out among employees of a firm from the automotive sector. On the basis of previous works, the authors first built reliable multi‐item scales for each variable included in the model; then, a multiple regression analysis was conducted to ascertain the causal effect of those exchanges upon creativity.

Findings

The findings reveal that high‐quality exchanges between the employee and their work group and, to a lesser extent, their immediate superior, have a significant positive influence on their creative behavior.

Practical implications

All this underlines the importance of the composition of work groups for achieving the team environment necessary for creative production.

Originality/value

This paper provides new evidence about a still unexplored topic, trying to bridge the existing gap in the literature about the influence of leadership and group behavior on creativity.

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Book part
Publication date: 24 January 2011

Ronald Bledow, Michael Frese and Verena Mueller

We develop a new look on leadership for innovation and propose that effective leaders alternate between a broad range of behaviors and tune their approach to the changing…

Abstract

We develop a new look on leadership for innovation and propose that effective leaders alternate between a broad range of behaviors and tune their approach to the changing demands of innovation. This is referred to as ambidextrous leadership. As the importance of different leader behaviors varies not only across time but also across contexts, ambidextrous leadership takes different shapes depending on contextual conditions. We discuss culture as an important contextual condition that holds implications for effective ambidextrous leadership. Cultures have different strengths and weaknesses for innovation that can be leveraged or compensated. We use the cultural characteristics identified by the GLOBE project to discuss how leaders can take culture into account when leading for innovation.

Details

Advances in Global Leadership
Type: Book
ISBN: 978-0-85724-468-0

1 – 10 of over 2000