Empowering leadership, uncertainty avoidance, trust, and employee creativity: Interaction effects and a mediating mechanism

2014 ◽  
Vol 124 (2) ◽  
pp. 150-164 ◽  
Author(s):  
Xiaomeng Zhang ◽  
Jing Zhou
Keyword(s):  
Interaction Effects ◽  
Uncertainty Avoidance ◽  
Employee Creativity ◽  
Empowering Leadership

scholarly journals Empowering Leadership dalam Membentuk Employee Creativity

2021 ◽  
pp. 13-26
Author(s):  
Tri Siwi Agustina ◽  
Adi Bintang Pradana
Keyword(s):  
Self Efficacy ◽  
Uncertainty Avoidance ◽  
Partial Least Square ◽  
Least Square ◽  
Primary Data ◽  
Employee Creativity ◽  
Empowering Leadership ◽  
Moderating Variables ◽  
Employee Trust ◽  
Creative Self

The purpose of this study is to analyze how the influence of a leader's attitude in delegating authority to his subordinates (empowering leadership). Empowering leadership have an impact on the ability of employees to generate new and useful ideas for the organization (employee creativity). This study also analyzes how individual beliefs in producing something creative (creative self-efficacy) as a mediating variable. Employee trust in superiors (trust in supervisors) and uncertain and threatening situations (uncertainty avoidance) are moderating variables. TThis study uses primary data from 51 lecturers where the data is obtained using a questionnaire distributed to lecturers at the Faculty of Nursing, University of Muhammadiyah Jakarta. This study uses statistical tools Partial Least Square (SmartPLS 3.0). Based on the research results, it shows that creative self-efficacy fully mediates the relationship between empowering leadership and employee creativity. Keywords : Empowering Leadership, Employee Creativity, Creative Self-Efficacy, Trust in Supervisor, Uncertainty Avoidance ABSTRAK Tujuan dari penelitian ini adalah untuk mengetahui pengaruh sikap pemimpin dalam pendelegasian wewenang pada dosen fakultas ilmu keperawatan dalam menghasilkan ide-ide baru dan berguna untuk organisasi (employee creativity). Penelitian ini juga menganalisis keyakinan individu dalam menghasilkan sesuatu yang kreatif (creative self-efficacy) sebagai variabel mediasi. Kepercayaan karyawan kepada atasan (trust in supervisor) dan situasi yang tidak pasti dan bersifat mengancam (uncertainty avoidance) sebagai variabel moderasi. Penelitian ini menggunakan pendekatan kuantitatif dengan metode survei. Penelitian ini menggunakan data primer dari 51 dosen Fakultas Ilmu Keperawatan Universitas Muhammadiyah Jakarta. Untuk menguji hipotesis, digunakan alat bantu statistik Partial Least Square (SmartPLS 3.0). Berdasarkan hasil penelitian creative self-efficacy memediasi secara penuh hubungan empowering leadership dan employee creativity. Kata Kunci : Empowering Leadership, Employee Creativity, Creative Self-Efficacy, Trust in Supervisor, Uncertainty Avoidance

Creativity in the hospitality and tourism industry: a meta-analysis

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Xi Ouyang ◽  
Zhiqiang Liu ◽  
Chenglin Gui
Keyword(s):  
Meta Analysis ◽  
Uncertainty Avoidance ◽  
Tourism Industry ◽  
Employee Creativity ◽  
Content Type ◽  
Cultural Elements ◽  
Hospitality And Tourism ◽  
Using Data ◽  
Meta Analyses

Purpose Underpinned by the ability–motivation–opportunity framework, this paper aims to establish a framework of employee creativity antecedents in the hospitality and tourism industries and meta-analytically examine the magnitude of effect sizes as well as the moderating effects of cultural factors. Design/methodology/approach A meta-analysis using data from 82 independent studies was conducted to explore the hypothesized relationships and verify how they were contingent on uncertainty avoidance and long-term orientation. Findings The results supported the majority of hypotheses about the relationships between antecedents and creativity. Furthermore, they showed that the effects of intrinsic motivation, positive affect and climate for innovation on creativity in the hospitality and tourism industries were significantly larger than those reported in previous meta-analyses. It also showed that uncertainty avoidance and long-term orientation could buffer or strengthen some associations. Practical implications This study generates some essential managerial suggestions for organizations in need of innovation. Managers can learn from the results so as to effectively promote the ability, motivation and opportunity for creativity and merge cultural elements with innovation strategy when they operate globally. Originality/value This study provides a theory-based explanation for how employee creativity can be activated. To the best of the authors’ knowledge, this study is a first attempt to meta-analytically test the underlying determinants of employee creativity in the hospitality and tourism industries. Additionally, the search for boundary conditions of the proposed relationships is likely to reconcile existing conflicts and inspire future studies.

scholarly journals Main and Interaction Effects of ‘Power Distance’ and ‘Uncertainty Avoidance’ on Innovation in Small and Medium Enterprises in Egypt

2019 ◽  
Vol 9 (3) ◽  
pp. 198
Author(s):  
Tarek A. El Badawy ◽  
Rania M. Marwan ◽  
Mariam M. Magdy
Keyword(s):  
National Culture ◽  
Organizational Innovation ◽  
Small And Medium Enterprises ◽  
Power Distance ◽  
Interaction Effects ◽  
Uncertainty Avoidance ◽  
Previous Literature ◽  
Strategic Innovation ◽  
Medium Enterprises ◽  
Structured Questionnaire

The main objective of this study was to investigate the direct and interaction effects of two of Hofstede’s cultural metrics, namely power distance and uncertainty avoidance, on organizational innovation in small and medium enterprises in Egypt. A structured questionnaire adapted from a previous study was distributed amongst employees from different managerial levels. 326 completed questionnaires were collected. Results suggested that the national culture influences the level of strategic innovation in small and medium enterprises operating in Egypt. Power distance enhances strategic innovation; however, uncertainty avoidance inhibits it. Studies on Egyptian enterprises, and Egyptian small and medium enterprises are fundamentally underrepresented in previous literature.

scholarly journals Linking Empowering Leadership, Psychological Empowerment, Self-Leadership, Creative Involvement and Creativity: A Sequential Mediation Model

2017 ◽  
Vol 5 (2) ◽  
pp. 67-80
Author(s):  
Ishfaq Ahmed ◽  
Muhammad Khalid Khan ◽  
Ghulam Ali Bhatti
Keyword(s):  
Psychological Empowerment ◽  
Creative Work ◽  
Mediation Model ◽  
Employee Creativity ◽  
Empowering Leadership ◽  
Mediating Role ◽  
Work Involvement ◽  
A Chain ◽  
The Relationship

This study examines the relationship between empowering leadership and employee creativity through the serial mediating role of psychological empowerment and self-leadership with creative work involvement. Applying a chain mediation approach to a sample of 314 respondents, we find that empowering leadership has a significant effect on the selected mediators (self-leadership, psychological empowerment and creative work involvement), which in turn transfer this effect to employee creativity.

The mechanism underlying the empowering leadership-creativity relationship

2018 ◽  
Vol 39 (2) ◽  
pp. 202-217 ◽  
Author(s):  
Irene Hau Siu Chow
Keyword(s):  
Social Exchange ◽  
Indirect Effect ◽  
Openness To Experience ◽  
Motivation To Learn ◽  
Employee Creativity ◽  
Online Questionnaire ◽  
Empowering Leadership ◽  
Cross Sectional ◽  
Content Type ◽  
Trust In Leader

Purpose The purpose of this paper is to explain how and under what condition empowering leadership is related to employee creativity from the social exchange and motivational perspective. Design/methodology/approach Data were collected from a sample of 535 supervisor-subordinate dyads using online questionnaire survey. Findings Employee openness to experience (a creative personality) moderated the indirect effect of empowering leadership on employee creativity via either motivation to learn or trust in leader. The indirect effect of empowering leadership on creativity via motivation to learn occurs only for employees with lower level of openness to experience, whereas that via trust in leader occurs only for employees with higher level of openness to experience. Research limitations/implications Cross-sectional research design is a major concern. Practical implications The findings offer guidance to help practitioners or executives to stimulate subordinates motivation to increase their creative performance through learning and trust that matched with the individual’s openness to experience, thereby improving the effectiveness of empowering leadership. Originality/value This study extend our understanding on the mechanism linking empowering leadership and employee creativity by testing the mediating influences of motivation to learn and trust in leader and the moderating influence of openness to experience.

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