Why and when paradoxical leader behavior impact employee creativity: Thriving at work and psychological safety

2019 ◽  
Author(s):  
Yang Yang ◽  
Zhongqiu Li ◽  
Liang Liang ◽  
Xue Zhang
Keyword(s):  
Psychological Safety ◽  
Leader Behavior ◽  
Employee Creativity ◽  
Thriving At Work

Workplace fun and employee creativity: The mediating role of psychological safety

2020 ◽  
Vol 48 (11) ◽  
pp. 1-7
Author(s):  
Guodong Yang
Keyword(s):  
Work Environment ◽  
Psychological Safety ◽  
Employee Creativity ◽  
Mediating Role ◽  
Workplace Fun ◽  
Indirect Relationship ◽  
Positive Effect

I proposed a model to explain how workplace fun is effective in facilitating employee creativity, with a focus on the mediating role of psychological safety in this relationship. Participants comprised 269 employees of hotels in China. Results show that workplace fun had a direct, significantly positive effect on employee creativity, as well as an indirect relationship through the mediator of psychological safety. These findings show that a fun work environment helps to enhance employee creativity. Thus, it is beneficial for managers of organizations to create a fun work environment, and they should also consider employees' sense of psychological safety when allowing employees to have fun at work.

Study of Pakistan manufacturing workers shows entrepreneurial leadership is the key to developing creativity

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Psychological Empowerment ◽  
Manufacturing Sector ◽  
Psychological Safety ◽  
Time Interval ◽  
Entrepreneurial Leadership ◽  
Employee Creativity ◽  
Content Type ◽  
Entrepreneurial Skills ◽  
Final Sample ◽  
Training Programmes

Purpose The main was to investigate the effect of entrepreneurial leadership on employee creativity and the mediating influence of psychological empowerment and psychological safety. Design/methodology/approach Data were collected from the manufacturing sector in Pakistan, including textile, chemical and automobile industries. Questionnaires had three parts, one for managers and two for employees. The researchers collected data in three phases with a one-month time interval. First, employees rated statements about entrepreneurial leadership behaviours. Then, employees rated statements about psychological empowerment and psychological safety. Finally, managers rated statements related to employees’ creativity. The final sample comprised of 54 leaders and 280 employees. Findings Results showed that entrepreneurial leadership inspired employee creativity. In addition, psychological empowerment and psychological safety mediated the relationship between entrepreneurial leadership and employee creativity. Originality/value The study has practical implications. Organizations should hire managers with the entrepreneurial skills to inspire creativity. Leaders should also stress the value of the employee’s work by sharing organisational goals, as well as directing employees when tasks are complex. Meanwhile, organizations need to develop training programmes to help managers to improve their leadership skills. Entrepreneurial leaders can inspire employees by modelling behaviours, which will be psychologically empowering and ensure employees feel secure enough to be creative.

Self-sacrificial leadership and employee creativity: The mediating role of psychological safety

2020 ◽  
Vol 48 (12) ◽  
pp. 1-9
Author(s):  
Xuzhuo Liang ◽  
Jianchang Fan
Keyword(s):  
Structural Equation ◽  
Psychological Safety ◽  
Master Of Business Administration ◽  
Equation Modeling ◽  
Employee Creativity ◽  
Mediating Role ◽  
Modeling Analysis ◽  
Business Administration Students ◽  
Part Time

Previous research has revealed the importance of leadership in promoting employee creativity. However, the mechanism by which selfsacrificial leadership facilitates employee creativity is not well understood. We proposed a model explaining why self-sacrificial leadership may enhance employee creativity, which we tested with data from 206 part-time Master of Business Administration students and their supervisors at two Chinese universities. Results of structural equation modeling analysis show that self-sacrificial leadership had a positive relationship with employee creativity, both directly and also indirectly through the mediator of psychological safety. These findings shed light on how self-sacrificial leadership helps to enhance employee creativity. Theoretical and practical implications are discussed.

Abusive supervision and employee creativity

2016 ◽  
Vol 54 (1) ◽  
pp. 130-147 ◽  
Author(s):  
Wenxing Liu ◽  
Pengcheng Zhang ◽  
Jianqiao Liao ◽  
Po Hao ◽  
Jianghua Mao
Keyword(s):  
Data Collection ◽  
Organizational Identification ◽  
Psychological Safety ◽  
Abusive Supervision ◽  
Social Identification ◽  
Employee Creativity ◽  
Content Type ◽  
Team Members ◽  
Identification Theory ◽  
The Relationship

Purpose – Prior researches have indicated that leadership had an important impact on employee creativity. However, the authors know little about the link between the dark side of leadership-abusive supervision, and employee creativity, as well as its underlying mechanisms. Combining psychological safety theory and social identification theory, the purpose of this paper is to examine the relationship between abusive supervision and employee creativity and the mediating role of psychological safety and organizational identification between abusive supervision and employee creativity. Design/methodology/approach – The authors conducted a multi-source and time-lagged data collection. At Time 1, team members evaluated abusive supervision and psychological safety, and at Time 2, team members evaluated organization identification, and team leaders evaluated members’ creativity. Abusive supervision, psychological safety were evaluated at first stage and organizational identification, creativity were evaluated at second stage, being conducted 2-4 weeks later after the first stage. Finally 423 participants completed two waves of data collection. Findings – The results suggested that, abusive supervision had negative effects on psychological safety and organizational identification, and psychological safety partially mediated the relationship between abusive supervision and organizational identification, and organizational identification fully mediated the relationship between psychological safety and creativity, and the negative effect of abusive supervision on employee creativity was mediated by psychological safety and then by organizational identification. Originality/value – This study identifies and examines the mechanism underlying the effect of abusive supervision, and suggests that psychological safety and organizational identification are two important mediators of the complex relationship between abusive supervision and employee creativity. Therefore, this study not only re-examines the inconsistent effect of abusive supervision on employee creativity, but also represents the first attempt at integrating the psychological safety perspective and social identification theory to study employee creativity and offers important implications for theory development.

scholarly journals Constructive Leadership and Employee Innovative Behaviors: A Serial Mediation Model

2020 ◽  
Vol 12 (7) ◽  
pp. 2592 ◽  
Author(s):  
Huseyin Arasli ◽  
Hasan Evrim Arici ◽  
Ezel Kole
Keyword(s):  
Leadership Practices ◽  
Psychological Safety ◽  
Full Time ◽  
Mediation Model ◽  
Employee Creativity ◽  
Service Culture ◽  
Hotel Employees ◽  
Serial Mediation ◽  
A Chain ◽  
Innovative Behaviors

This study aims to examine the influence of constructive leadership practices on the service innovative behaviors of hotel employees by a serial mediation system that treats employee psychological safety and employee creativity as mediators. Empirical data were collected from full-time frontline hotel employees in Antalya, Turkey. By using both convenience and judgmental sampling methods, this study included 357 hotel employees. The results provide empirical evidence for all suggested hypothesized associations. In particular, the findings display that psychological safety and engagement in creative work tasks play intervening roles (in the form of a chain) in the indirect influence of constructive leadership on employee perceptions regarding their service innovative culture. The current work provides practical contributions for hotel industry professionals who are in the treatment of implementing psychological safety and employee creativity, in order to establish innovative service culture in the hotel setting. The paper is among the first studies to investigate a serial mediation model to analyze which constructive leadership practices influence their innovative service culture.

Authentic leadership and employee creativity: testing the multilevel mediation model

2017 ◽  
Vol 38 (3) ◽  
pp. 482-498 ◽  
Author(s):  
Bao-Da Xu ◽  
Shu-Kuan Zhao ◽  
Ci-Rong Li ◽  
Chen-Ju Lin
Keyword(s):  
Authentic Leadership ◽  
Positive Relationship ◽  
Survey Analysis ◽  
Team Leaders ◽  
Employee Creativity ◽  
Content Type ◽  
Member Exchange ◽  
Indirect Relationship ◽  
Relationship Of ◽  
Thriving At Work

Purpose The purpose of this paper is to test a multilevel framework to further explicate how team leaders’ authentic leadership is related to their followers’ individual creativity. Design/methodology/approach This study is based on a questionnaire survey/analysis of analyses of multisource and lagged data from 63 team leaders and 428 followers in Taiwan. Findings The findings demonstrated that leader-member exchange (LMX) and team psychological safe climate mediated the positive relationship of authentic leadership on followers thriving at work. Furthermore, employee thriving at work sequentially mediated the positive relationship between authentic leadership and employee creativity. The author also found that indirect relationship of LMX with employee creativity through thriving at work was stronger when authentic leadership was higher. Originality/value The authors contribute to the existing understanding that authentic leadership relates to individual creativity through three multilevel mechanisms: leaders modeling their authenticity to develop and maintain their dyad-level exchange relationships with their followers (LMX), motivating the team, captured by team-level psychological safe climate and its members, reflected by employee-level thriving at work, and facilitating the relationship between LMX and employee thriving at work.

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