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The purpose of this study is to research the effect of leader creativity expectations on follower radical creativity. Highlighting the implications of leader creativity expectations, the authors examined employee creative process engagement as a mediator and follower perceived procedural justice as a moderator in the relationship between leader creativity expectations and employee radical creativity.

A sample of 256 dyads comprising full-time employees and their immediate supervisors were collected from the innovation teams of industry-university alliances through questionnaire in China, the authors hypothesized and found support for a moderated mediation model.

The findings show that leader creativity expectations are significantly and positively related to employee radical creativity; creative process engagement plays a fully mediating role between leader creativity expectations and employee radical creativity; procedural justice moderates the positive relationship between leader creativity expectations and creative process engagement and enhances the positive indirect effect of leader creativity expectations on follower radical creativity.

The creativity expectations of leaders are prerequisite for leadership to drive followers to be creative, which can pose great effect on extra-role behavior of followers such as radical creativity. Leaders can deliberately set role expectations for subordinates to achieve creative goals. Compared with the traditional management practices emphasizing planning, leaders encourage trial practice, provide enough time to ensure employees fully identify problems and provide resources to facilitate information search and coding, may achieve better results. Organizations should also place greater emphasis on the procedural justice, thereby enhancing the positive impact of other factors on employee radical creativity.

This study examined the relationship between leader creativity expectations and follower radical creativity based on the perspective of creative process engagement. The conclusion expanded the evidence of the impact of leader expectations besides this study strongly demonstrate that procedural justice will affect employees creative process engagement which enriches the literature on radical creativity strategic leadership and work engagement.

The primary objective of this study is to examine the nexus between transformational leadership (TL) and followers' radical creativity (FRC). In contrast, creative process engagement (CPE) and leader creativity expectation (LCE) was employed as a mediating and a moderator role, respectively.

A quantitative exploratory survey was applied as a research design, and 293 valid responses were collected from industry-university collaborative team leaders-followers. The authors performed descriptive and partial least square based structural equation modeling (PLS-SEM) analysis using the SPSS 23 and Smart-PLS 3.0 package program to test the hypothesis.

Empirical results revealed that the TL positively and significantly influences the FRC. Therefore, the mediation of CPE bridges the relationship between TL and FRC, while the moderating role of LCE was insignificant. TL with higher CPE indirectly enhances the FRC.

Unlike the prior conventional componential theory of creativity (CTC), this study extends the scope of CTC addressing CPE and LCE to investigate the nexus between TL and FRC and contributes to the current literature leaders-followers relationship.

Practically, this research contributes to the growing body of the literature demonstrating how organizations might foster radical creativity in their employees and how to inspire followers to participate in radical creativity activities that might enhance organizational performance.

This study has broadened the scope of the CTC by emphasizing the mediating function of CPE in promoting particular aspects of followers' creativity.

As a typical creative behavior, creative process engagement (CPE) has received increased attention in recent years. Leadership behaviors such as leader–member exchange (LMX) and leader creativity expectations (LCE) have been found as two key predictive factors of CPE. However, the mechanism underlying this relationship is not well understood. This study aims to clarify how LMX influences follower CPE by considering the interplay among LCE, decision autonomy and task interdependence from an interactionist perspective.

Using a sample of 371 leader–employee dyads from eight enterprises in mainland China, this study conducts a hierarchical regression analysis to test the hypotheses for the proposed model.

Results reveal that the significant two- and three-way interactions where LCE, decision autonomy and task interdependence moderate the relationship between LMX and follower CPE. The relationship between LMX and follower CPE is not significant as expected, but the moderating role of LCE is positive and significant, and the relationship is strongest when conducted with either low task interdependence or high decision autonomy.

Different from previous research that only investigated one certain leadership factor’ effect on employees' innovative behaviors, this study comprehensively considered the combined influence of two related but significantly different connotation leadership factors on follower CPE and found the contingency effect of LCE on the relationship between LMX and follower CPE. Furthermore, the authors found the regional effectiveness of the leadership factor. The effect of leadership factors on follower CPE varies under the influence of different job characteristics, and is conducive to enrich the interactionist view on follower CPE.

Leadership is an essential contributor to employee creative self-efficacy, and past research suggests a positive relationship between servant leadership and creative self-efficacy. However, the relationship is complex and contingent upon moderating variables, and this research examines the moderating effect of role clarity by drawing on social exchange theory and social cognitive theory.

Data collected from a survey among 116 emergency room employees is used to test the research model using moderated ordinary least squares regression.

The results confirm a positive relationship between servant leadership and creative self-efficacy and suggest a U-shaped relationship between role clarity and creative self-efficacy. Furthermore, role clarity positively moderates the relationship between servant leadership and creative self-efficacy.

The sample used for this research mainly consisted of highly educated employees within a specific setting. Future research is needed to study if the relationships found in this research can be generalized to other organizational settings.

This research suggests that leaders can support employees' creative self-efficacy through servant leadership, particularly when coupled with high role clarity.

Rapidly changing work environments are characterized by decreased role clarity, so attention is needed to its moderating role on the relationship between servant leadership and creative self-efficacy.

This study aims to investigate the role of team problem-solving creativity in new product development (NPD) in the bottom-of-the-pyramid (BoP) in business-to-business firms. This study synthesizes perspectives from NPD, creativity and leadership to examine how work-related factors such as NPD managers’ role ambiguity and individual-related factors such as CEO’s ambidextrous leadership style interact to determine team problem-solving creativity and its effect on new product performance (NPP).

The hypotheses are tested using data from a multi-informant survey of 274 middle-level managers within 137 local BoP manufacturing firms in a sub-Saharan African country.

The results show that an NPD team’s ability to solve problems creatively determines NPP in BoP markets. The findings also show that NPD managers’ role ambiguity has a negative effect on team problem-solving creativity. However, a CEO’s ambidextrous leadership neutralizes the negative impact of role ambiguity on problem-solving creativity.

This study combines three distinct streams of literature, including NPD, creativity and leadership, to explore the antecedents and outcomes of problem-solving creativity. Drawing on creativity and leadership theories, this study reports that the success of creative idea exchanges depends heavily on a supportive environment for NPD team members and minimizing the NPD manager’s role ambiguity.

Drawn on self-determination (SDT) and social cognitive theory (SCT), this study examines how participative leadership (PL) influences the creative process engagement of followers (CPE) on fostering followers' radical creativity (FRC) through the supervisor support for creativity (SSC). It also demonstrates the CPE as a cognitive mediator between PL and FRC and SSC as a behavioral moderator between PL and CPE in Asia's manufacturing settings.

The research is quantitative, and data are gathered using a questionnaire and a survey of Bangladesh's 252 textile and apparel industry respondents. SPSS 26 and SMART PLS 3.8 evaluated the measurement and structural models and other descriptive analyses for hypothesis testing and result confirmation.

The findings revealed that PL positively impacted followers' creative process engagement. Again, the CPE of followers was used to mediate PL and FRC to promote and determine radical creativity. Moreover, the research also found a substantial correlation between PL and the creative process involved in supervisor support for creativity, which increases followers' radical creativity.

This study contributes to the current literature by extending the scope of PL, CPE, FRC, SDT and SCT theory incorporating supervisor support.

The findings showed that textile and apparel industry managers, leaders and practitioners could use participatory leadership to engage in collaborative leader-follower creativity goal setting, creativity-relevant thinking and talent flourishing to encourage and motivate creativity through supervisor support to followers to foster radical creativity.

The results demonstrate the colloquial expression in behavioral mechanism (creative process engagement) nurtured with the cognitive tool, shedding insight into the link between PL and radical creativity in followers (SSC for promoting radical creativity).

This study seeks to investigate how leader ability and diverse organisational cultures (OC) act to influence employee creativity in manufacturing organisations. By leveraging the multifaceted nature of the competing values framework (CVF), this study examines the growing deterioration of employee creativity through the lens of four OC quadrants within the Nigerian manufacturing industry and further investigates how distinct OCs and leader ability can aid to bolster employee creativity. The CVF is a model used to assess organisational cultures, irrespective of their industry, for the overarching purpose of improving organisational performance.

The target population consists of employees of research and development (R&D) and information technology (IT) in the headquarters of 21 manufacturing organisations. Our useable sample consisted of 439 responses from the Nigerian manufacturing industry.

Results indicated that leader ability and adhocracy OC have positive effects on employee creativity. Market and clan OC have negative effects on employee creativity. Likewise, leader ability dampens the effects of adhocracy OC on employee creativity and reinforces the market OC effect on employee creativity.

This study provides novel insights that challenges several controversial and contemporary postulations of extant research which theorise the OC–employee creativity relationships. By leveraging the construct of leader ability, unique contributions are also made to provoke congruence.

This study aims to examine why and when employees engage in creative deviance to develop creativity in China. Drawing on strain theory, the authors examined creative deviance engagement as a mediator and transformational leadership as a moderator of the distinct relationships between emotional and rational status-striving orientations and radical and incremental creativity.

Multisource survey data were collected from 126 team leaders and 446 employees in Chinese firms. Multilevel path analysis was used to test the hypotheses.

The results show that emotional status-striving orientation relates to creative deviance engagement, which, in turn, has a stronger relationship with radical creativity than with incremental creativity. Furthermore, creative deviance engagement mediates the indirect relationships between emotional status-striving orientation and radical and incremental creativity. Moreover, transformational leadership moderates the above indirect relationships.

This study is among the first attempts to empirically test the distinct relationships between creative deviance engagement and radical and incremental creativity and further examine how creative deviance engagement mediates the indirect relationships between status-striving orientations and radical and incremental creativity. In addition, the boundary condition of the indirect relationships is investigated. The findings provide valuable insights for the extant literature on status and employee creativity.

The present study aims to examine how and when authoritarian leadership affects employee creativity. Based on social exchange theory and team identification literature, the present research attempts to simultaneously explore how leader–member exchange (LMX) and team identification serve as two important mediating processes in the relationship between authoritarian leadership and employee creativity. Furthermore, this research uncovers the mechanism under which conditions the effects of authoritarian leadership will be magnified or minimized.

A survey has been conducted in China by using a questionnaire to collect data. The study sample consisted of 325 employees. LISREL 8.7 and SPSS 18.0 were used to test the mediating and moderating effects, respectively.

Results from 325 employees revealed that both LMX and team identification mediated the negative relationships between authoritarian leadership and employee creativity. Specifically, the relationship between two mediators was that LMX was positively related to team identification. In addition, the relationship between authoritarian leaderships and LMX and team identification was moderated by power distance, such that the negative relationships will be weaker with high power distance and stronger with low power distance.

First, firms and managers should recognize and take actions to reduce the negative effects of authoritarian leadership, such as effective selection system and interventional mechanisms because authoritarian leadership is important in influencing employee creativity. Second, managers are suggested to take specific actions, such as increasing communications and team-building activities, to promote LMX and team identification, thereby enhancing employee creativity. Third, managers should engage in behaviors that motivate employee creativity, such as empowerment behaviors, other than authoritarian leadership, when the employee has low power distance.

The primary contribution of this research is that two psychological processes (i.e. LMX and team identification) have been identified through which authoritarian leadership is related to employee creativity. Meanwhile, this study explores the relationship between LMX and team identification. Moreover, the current research deepens our understanding of power distance by empirically examining the moderating effect of power distance. Overall, the findings extend our understanding about the relationship between authoritarian leadership and employee creativity and contribute to literature on authoritarian leadership and creativity.

The significance of creativity and innovation within organisations has been shown on several occasions. The purpose of this paper is to investigate the association between transformational leadership and employees’ creativity and innovation. Additionally, this study explored the moderating role of employees’ perceptions of a supportive climate for innovation.

Data were collected from 1,172 employees who were working in various types of industries in Iran, a developing country.

The results of this study revealed positive and significant relationships between transformational leadership and employees’ creativity and innovation. Also, the findings indicated employees’ perceptions of a supportive climate for innovation moderated the transformational leadership‐employees’ creativity and transformational leadership‐employees’ innovation relationships.

Organisations should invest in transformational leadership training and in the selection of leaders with this leadership style if their aim is to foster and enhance employees’ creativity and innovation. They also should invest in organisational climate improvement in order to provide a dynamic platform for being creative and innovative in the workplace.

This study is one of the first to investigate the following relationships in a developing country, Iran: the associations between transformational leadership and employees’ sense of creativity and innovation and the moderating impact of employees’ perceptions of a supportive climate for innovation.