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Despite the growing use of social media in many organizations, managers face the challenges of how to effectively manage social media usage (SMU) in the workplace to ensure employee creativity. This study combined task-technology fit theory and the interactional perspective of employee creativity to understand the three-way interaction of SMU, perceived task interdependence, and perceived participative leadership on employee creativity.

A questionnaire survey was designed to test our hypotheses. The sample consisted of employees who use social media in the workplace. A total of 402 valid questionnaires were used for the hierarchical regression analysis.

SMU had the strongest positive relationship with creativity when perceived task interdependence and perceived participative leadership were high. However, we did not find two-way interaction effects of SMU and perceived task interdependence on employee creativity.

Our findings are aligned with the emergent view that the benefits of SMU can be better realized when it coexists with a set of complementary team contextual factors. The current study helps extend the contingency perspective and related studies in social media literature and employee creativity research.

This paper aims to attempt to explore the nature of relationship between work–life balance and emotional exhaustion experienced by the employed individuals while working from home during the pandemic COVID-19 induced nationwide lockdown in the Indian setting.

Data were collected from 180 working professionals in North India who were working from home during the lockdown. PROCESS macro developed for SPSS was used to test the hypotheses.

Findings depicted that in comparison to men, women felt more emotional exhaustion due to personal life interference in work during work from home period. Surprisingly, the relationship between work interference with personal life, and emotional exhaustion did not differ by gender. It was found that the participative leadership could contribute to reduction of work interference with personal life, and through such an influence, emotional exhaustion experienced by an employee could be reduced to some extent.

Many previous studies have explored the nature of the relationship between work–life balance and emotional exhaustion, but rarely any study could cover any Pandemic affected working scenario. This study attempted to investigate such a relationship when employees were obligated to mandatorily work from home during the countrywide lockdown.

In this paper, we discuss a new information processing model of culture and leadership (Hanges, Lord, & Dickson, 2000). First, we review the older cognitive categorization approach that has been used to explain the relationships between culture, preferred leadership attributes and follower behavior. Then we present a new model based on the connectionist theory of information processing. This model focuses on the connections between concepts in a cognitive network, rather than discrete schemas. Finally, we use the new model to suggest strategies that managers might use to manage a diverse workforce.

The purpose of this paper is to analyse managerial approaches of a selective group of national library directors, examining their views and perceptions of successful library leadership in the twenty-first century in different sociocultural contexts. This study was carried out based on a series of semi-structured interviews with ten top-level directors of national libraries located on different continents.

The data collection method for this study consisted of the narrative analysis of the ten interviews coupled with the participative leadership theory, which highlights the leaders’ desire to create a more democratic culture within their library organisations.

The analysis of these interviews reveals that many of the directors’ responses were supportive to the concepts discussed in participative leadership. National librarians, through their participative leadership philosophies, values and beliefs, contributed to the development of an institutional culture that fostered improving trust, communications, engagement as well as promotion of inter-team relationships by breaking down the traditional “hierarchical” barriers within their organisations.

The participants were predominantly from Europe; only one participant represented the USA, Middle East (Israel) and Northern Africa (Egypt). As a result, there are not many diverse viewpoints from national library directors outside of Europe. Further studies would be needed to obtain a more international perspective in the national library sphere. Furthermore, this study only examines the views and attitudes of ten different library directors. In comparison with the totality of national library directors across the world, this is a relatively small sample. This study may not be representative of all national library directors around the world.

The results of this study would be of interest to library professionals and educators interested in management, as well as Library and Information Science students who want to understand how national library directors view successful traits of participative leadership in different sociocultural contexts.

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).

A popular line we frequently hear in our society today goes something like, “When you understand where he's coming from, then what he does makes sense”. The implied message is that a relationship exists between belief and behaviour; that is, the assumptions we have about life colour, our perception of our environment and shape our actions in our environment. The importance of the linkages among assumptions, perceptions and action cannot be overstated.

Creativity has become essential for organizations to remain competitive. Therefore, this paper aims to investigate the intervening role of knowledge sharing between affect-based trust and employee creativity. The study further investigates perceived organizational support as a conditional factor on the association between affect-based trust and employee creativity.

The study tackled the issue of common method variance by collecting data in dyads. Specifically, the study collected data from 368 employees and their supervisors working in various organizations in Pakistan through Google Forms in two waves. In the first wave, employees were approached on a convenience basis, whereas, in the second wave, data from their supervisors were collected.

Structural equation modeling was applied to test hypotheses. The study noted knowledge sharing as a mediator between affect-based trust and employee creativity. The study also noted that individuals with high perceptions of organizational support are more likely to strengthen the association between affect-based trust and knowledge sharing.

This study suggests management work on their employees’ affect-based trust-building. Employees who have relationships based on affect-based trust feel safe and are less afraid of being criticized for sharing their ideas and thoughts. This positively contributes to developing a cooperative environment which becomes the base for employee creativity.

Past studies have examined the association between general trust and employee creativity. To this backdrop, this study highlighted the importance of affect-based trust toward employee creativity. More specifically, drawing upon social exchange, this study is the first of its kind that examined the mediating role of knowledge sharing between affect-based trust and employee creativity, where perceived organizational support is examined as a conditional variable between affect-based trust and knowledge sharing.

Enterprise social media (ESM) applications offer new opportunities for organizations to mobilize employees for open innovation, by promoting innovation beyond traditional R&D functions. Despite the popularity and success of these applications, current research has yet to fully explore the potential of ESM applications as a driver of employee-driven innovation, specifically through advancements in innovation culture. To fill this gap, this study proposes a theoretical framework that explains the role of ESM applications in facilitating employee innovation.

The authors administered a cross-sectional survey to collect data from professionals who use ESM applications regularly at work. Following a pilot study and instrument refinement, the authors conducted a field study to test measurement and the structural model by using the partial least square-structural equation modeling (PLS-SEM) method.

The findings of this study support the validity of the proposed theoretical model. First, the results confirmed the three antecedents of ESM use for innovation: perceived innovation possibilities enabled by ESM technology, the expected value of ESM use for innovation and organizational support for using ESM applications for innovation. Next, the results confirmed the importance of ESM use in encouraging individual innovation productivity in terms of product/service innovation, process innovation and social innovation. Finally, the results corroborated the mediating role of risk-taking and knowledge-sharing culture in the use of ESM to increase innovation productivity.

The findings presented here have implications for theory and practices that would concern fostering a supportive environment and building an organizational culture that promotes employees' innovation behavior (internal open innovation) by using social technologies.

Studies have shown that teachers' perceptions and expectations of their working environment shape their perceived stress. The present study draws upon implicit leadership theory and builds on the job demands-control (JD-C) model to investigate whether there are differences in the implications of participative decision-making and paternalistic leadership for teachers' perceived stress in the Israeli Arab education system.

Data were collected through validated questionnaires returned by a two-stage cluster random sampling of 350 teachers randomly chosen from 70 Israeli Arab elementary schools. Paternalistic leadership and participative decision-making were considered as group-level variables to lower the risk of common method variance. The proposed model was tested through hierarchical regression analysis. Finally, to test the hypothesis that paternalistic leadership and participative decision-making standardized beta weights were statistically significantly different from each other, their corresponding 95% confidence intervals were estimated via bias corrected bootstrap (1000 re-samples).

The findings indicated differences in the levels of the principal's paternalistic leadership and participative decision-making as perceived by the Israeli Arab teachers. Also, the results indicated that participative decision-making was negatively correlated with teachers' perceived stress beyond the influence of paternalistic leadership.

Examining teachers' working conditions and resources can be important since they affect teachers' perceived stress, which may in turn affects school results in the Arab education system in Israel. This study can contribute to the development of training programs for teachers to improve and adapt principals' leadership practices to the sociocultural context of the Arab education system in Israel.

The purpose of this study is to investigate the extent to which male and female leaders report engaging in participative versus directive intellectually stimulating transformational leadership behaviour across three different contexts (business, government and military).

Semi‐structured interviews were conducted with 64 senior leaders (29 female and 35 male) across Canada.

Leaders were more likely to describe using a participative versus directive approach to intellectual stimulation. Gender similarities and differences also appeared across contexts: government leaders reported almost twice as many directive examples as business leaders, and men and women in both of these contexts were very similar in their reports about how they enacted intellectual stimulation. In contrast, men and women in the military diverged, with male leaders reporting more participative behaviour than female leaders.

This study extends the leadership literature through an integration of participative and directive leadership theory with transformational leadership theory. Sample size and self‐report data are possible limitations.

Findings provide insight into the behaviours leaders engage in to enhance creative thinking and problem solving within organizations across different contexts and suggests that this aspect of transformational leadership is most likely to be enacted in a participative way by both male and female leaders.

This is one of the first studies to empirically investigate participative versus directive transformational leadership behaviour. Gender differences between contexts are worthy of further study, specifically regarding the implications of these findings for female leaders’ promotion and career progression.