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The purpose of this paper is to explore the influencing mechanism of servant leadership on employee and team creativity based on efficacy theory. Specifically, the study intends to develop a model of efficacy beliefs that mediates the relationships between servant leadership, employee creativity, and team creativity at different levels. The study also aims to investigate the moderating effects of team power distance on the relationships between servant leadership, creative self-efficacy, and team efficacy at both individual and team levels.

Servant leadership, employee creativity, creative self-efficacy, team creativity, team efficacy, and team power distance were assessed in an empirical study based on a sample of 466 employees and 83 team leaders from 11 banks in China.

From efficacy theory perspective, this paper finds that servant leadership promotes employee creative self-efficacy and team efficacy, which enables the simultaneous promotion of employee creativity and team creativity. Team power distance also moderates the relationship between servant leadership and team efficacy.

The results suggest that it is important to encourage managers to engage in servant leader behaviors, which is conductive to enhancing employees’ self-efficacy beliefs and thereby improving creative outcomes of employees. The results are also helpful for managers to enhance their understanding of the differences in cultural values in management behavior and the effects of behavior on team efficacy.

The research findings provide a significant contribution to the literature in that it shows self-efficacy as a crucial mediating mechanism through which servant leadership influences creativity at individual and team levels. Moreover, the findings support the view that power distance is an important contextual factor that affects the influencing mechanism of servant leadership on team creativity. Furthermore, this paper is one of the few studies answering the call to examine the effect of leadership at multiple levels.

Research has shown that creative self-efficacy is an important antecedent of workplace creativity, but recent research indicates that this relationship may be moderated by contextual factors. The current study investigates whether leader dialectical thinking and leader member exchange moderate the relationship between employee creative self-efficacy and employee creativity.

A survey sample of 222 employees in 43 teams from Chinese high-tech companies was collected and HLM was used to test our research model.

The positive association between employee creative self-efficacy and employee creativity was strengthened when a leader displayed a dialectical thinking style. Additional analyses failed to find support for the moderating role of leader-member exchange (LMX).

These findings establish leadership cognitive style as a potential boundary condition of the relationship between creative self-efficacy and employee creativity.

Companies can make an active effort in recruiting and training leaders who have a dialectical mindset as they can play significant roles in facilitating employee creativity.

Technological advancement and innovation is important for social welfare. This paper helps to improve the efficiency of creativity processes and finally benefits the whole society.

This is the first introduction of the leader's dialectical thinking as a moderator of the relationship between creative self-efficacy and creativity.

This paper explored the ways through which entrepreneurial leadership practices of chief executive officers (CEOs) enhance their employees' innovation at workplace in knowledge-based firms. Building on social cognitive theory and resource-based view of firms, this paper argues that entrepreneurial leadership fosters employees' innovation work behavior by enhancing their individual and team creativity self-efficacy.

The sample was selected from knowledge-based firms in Iran using the simple random sampling method. Two mediation models were tested using data from 41 CEOs and 207 employees in two separate phases.

The analysis supported that CEOs' entrepreneurial leadership improves their employees' innovation work behavior through enhancing their individual and team creativity self-efficacy.

The research contributes motivational and enabling mechanisms at both individual and team levels that entrepreneurial leaders use to improve employees' innovation work behavior in the context of knowledge-based firms. The findings may assist managers and business leaders in effectively leading innovation process.

Exploring how to enhance innovative work behaviour (IWB) has been the main concern of top managers and researchers, particularly in knowledge-intensive and public organizations. Yet, studies investigating factors that shape innovative behaviour at work are scarce. Focussing on the healthcare setting, the purpose of this paper is to hypothesize a direct relationship between individuals’ perceived creative self-efficacy (CSE), creative collective efficacy (CCE) and IWB.

The research used survey data from 446 clinical managers working in public healthcare organizations in six different Italian regions and a set of previously validated questionnaires to measure the study variables.

Findings suggest that clinical managers’ perceptions of their CSE and their perceived CCE significantly influence their self-reported IWB.

Findings highlight the importance of constructing and developing clinical managers’ efficacy in creativity at both an individual and team level in order to incentivize the emergence of innovation behaviour. Further research is needed to assess the existence of mediating and/or moderating mechanisms underlying the relationships emerging from this study in order to support decision makers in diffusing innovation and creativity in healthcare organizations.

The research adds to the debate on improving IWB by introducing perceived individual and team creative efficacy as determinants of IWB in healthcare organizations. The research is among the first attempts to contribute to healthcare organizations’ management through exploring clinical managers’ characteristics that influence their IWB.

The purpose of this paper is to refine our understanding of entrepreneurial leadership by developing a multi-dimensional measure for the construct through a comprehensive approach based on the skills and competencies of entrepreneurial leaders as well as their behaviour and roles.

Following the evidence collected across two cultural and economic contexts namely Iran and Scotland and prior theoretical conceptualisations, this study designed an entrepreneurial leadership scale. Questionnaires were the mode of data collection, and data was triangulated via participants and literature.

From the study a detailed conceptualisation of entrepreneurial leadership was formed, which in turn provides the basis for an empirical-based construct of this phenomenon and its measurement from a cross-cultural perspective. Specifically, this study identifies the items that best describe each dimension of entrepreneurial leadership. By these findings, this study provides the skills, competencies and specific behaviour of entrepreneurial leaders.

The findings of this study have implications the theory and practice. By highlighting the dimensions of entrepreneurial leadership, this study assists the development of theories on how entrepreneurial leadership influence the process of innovation and opportunity recognition. This study is one of the first to examine the validity and reliability of the measure developed for the construct across two countries having different cultural and economic contexts, namely Iran and Scotland. In practice, the findings of this study serve as a useful reference for practitioners of the skills, behaviours and competencies expected of entrepreneurial leaders.

Although previous studies noted the importance for organizations in establishing an innovation strategy, few have examined innovation orientation as a multidimensional knowledge configuration. Therefore, this study draws on the valuable theoretical underpinnings of the resource-based view and information processing theory to examine the mechanism through which an organization's innovation orientation (IO) and team unlearning (TU) can impact new product development (NPD) success.

A causal model was developed in order to analyze the role of innovation orientation and team unlearning on NPD success. This proposed model and several hypotheses were gauged using data from 255 NPD team members from Taiwanese high-tech and traditional companies.

The results indicate that both IO and TU relate to outcomes. Specifically, this study demonstrates that it is insufficient that firms simply establish the configurations needed to enhance their IO and TU, firms also need to find out the correct mechanism to enhance NPD success. The relationships between IO, TU and NPD success were fully mediated by team information processing.

This report sheds light on the importance of innovation orientation and team unlearning in today's NPD process and uncovers the underlying mechanism through which IO and TU contribute to NPD success. It also offers precise advice for the assessment of management of team information-processing to boost the performance of new products.

This research adopts a dynamic self-regulation framework to test whether there is a curvilinear relationship between creative self-efficacy and individual creative performance at the within-person level. Furthermore, to establish a boundary condition of the predicted relationship, the authors build a cross-level model and examine how approach motivation and avoidance motivation moderate the complex relationship between creative self-efficacy and individual creative performance.

To obtain results from a within-person analysis, the authors collect multi-source data from 125 technicians who provided monthly reports over an 8-month period.

The authors find evidence of an inverted U-shaped relationship between creative self-efficacy and individual creative performance at the within-person level and differential moderating effects of approach/avoidance motivations.

This study is one of the first to challenge the assumption that creative self-efficacy always has a positive linear relationship with creativity. It provides a more complete view of the complex pattern between creative self-efficacy and creativity at the within-person level.

In the context of team's influence on its members, this paper aims to investigate the effects of team-member exchange (TMX) on members' innovative work behaviour (IWB). The current study presents a moderated mediation model and examines the mechanisms and conditions involved in TMX-IWB relationship.

A quantitative research methodology was adopted where 156 engineering and management students (grouped into 33 teams) were given a task in the form of an assignment to be completed in three weeks’ timeframe. Post task, perceptions about TMX and IWB of members were captured using a questionnaire and the innovative output of each team was assessed using multi-rater technique.

Psychological empowerment fully mediates TMX’s effect on team member's IWB. Furthermore, the results indicate that creative self-efficacy moderates the mediated path from TMX to IWB via psychological empowerment. The mediating effect of psychological empowerment is stronger when creative self-efficacy of a team member is higher. Furthermore, the relation between group-level innovative behaviour and the team's innovative output has been established.

The current research has contributed to the limited literature on team performance and management. This paper has uniquely investigated psychological empowerment in the context of TMX and IWB. The paper has encapsulated the theoretical and practical underpinnings of the mediated effect of psychological empowerment on team members' innovation-oriented behaviour.

This study aims to examine the effects of leader–member exchange (LMX) and employee learning orientation on employee innovative work behavior (IWB) through creative self-efficacy.

Data have been collected from 337 employees and 137 direct managers from manufacturing sector. A hierarchical linear model has been used to test the hypotheses.

Results showed that LMX and employee learning orientation are positively related to employees’ IWB, and these relationships are mediated by creative self-efficacy.

This study expands previous results by empirically testing how LMX and employee learning orientation influence employees’ IWB through creative self-efficacy.

This paper focuses on individuals' improvisation in organizations. The extant literature in this area examines improvisation as either a predictor or an outcome variable. However, there is still considerable confusion about the essence of improvisation and its individual-level determinants. To address these deficiencies, we discuss the differences between improvisation, creativity, and intuition, integrating insights and theories from those fields. Then, we propose a comprehensive model describing a process that includes contextual and individual level variables, which leads to improvisation. Finally, we discuss the theoretical and practical implications of our model and suggest avenues for future research.