Authentic Leadership and Employee Creativity: A Multilevel Investigation

2012 ◽  
Author(s):  
Fred O. Walumbwa ◽  
Yi Han ◽  
Chad A. Hartnell ◽  
Zhen Zhang
Keyword(s):  
Authentic Leadership ◽  
Employee Creativity

Relational impact of authentic and transactional leadership styles on employee creativity

2017 ◽  
Vol 8 (3) ◽  
pp. 274-295 ◽  
Author(s):  
Aminu Sanda ◽  
Nana Ama Dodua Arthur
Keyword(s):  
Leadership Styles ◽  
Transactional Leadership ◽  
Authentic Leadership ◽  
Work Climate ◽  
Employee Creativity ◽  
Content Type ◽  
Organizational Goals ◽  
Work Related ◽  
Industrial Sectors ◽  
Innovative Climate

Purpose The purpose of this paper is to explore how authentic leadership and transactional leadership styles in Ghanaian telecom firms influence employees’ creativity, and the effect that climate for innovation and work-related flow have on such influencing relationship. Design/methodology/approach Guided by the implicit theory of leadership, and using questionnaires, data were collected from 335 employees in five mining firms and analyzed descriptively and inferentially. Findings It was found that managers in the telecom firms use transactional leadership styles and authentic leadership styles to enhance employees’ creativity. The work climate fostered employees’ creativity and encouraged their innovation. The prevalence of work-related flow enhanced employees’ job performances. The innovative climate mediated the effect of authentic leadership on employees’ creativity, but moderated the effect of transactional leadership on the employees’ creativity. Work-related flow also moderated the effects of both authentic and transactional leadership styles on employee creativity. It is concluded that managers in telecom firms influence their followers’ creativity by altering their leadership styles in accordance with the given situation to achieve organizational goals. Research limitations/implications The study sample was drawn from a single sub-sector of the Ghanaian economy. This represents a limitation, for which the findings cannot be generalized. Replications and extensions of the study in different industrial sectors will help test the robustness and generalizability of the findings. Originality/value This study has shown that managers of telecom firms in Ghana can cultivate and nurture the creativities of their employees toward increased performances by creating conducive psychosocial work climate that supports innovativeness, and use the requisite authentic and transactional leadership skills in the conduct of their managerial functions.

Empowering employees to increase creativity

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Leadership Style ◽  
Design Methodology ◽  
Authentic Leadership ◽  
Reading Time ◽  
Employee Creativity ◽  
Content Type ◽  
Pertinent Information

Purpose Businesses today must constantly innovate in order to remain competitive. Employee creativity is critical to such aims and can be enhanced when they are trusted, empowered and supported through by superiors who embrace an authentic leadership style. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Businesses today must constantly innovate in order to remain competitive. Employee creativity is critical to such aims and can be enhanced when they are trusted, empowered and supported through by superiors who embrace an authentic leadership style. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Leader–member exchange as a mediator of the relationship between authentic leadership and employee creativity

2021 ◽  
pp. 1-14
Author(s):  
İbrahim Yıkılmaz ◽  
Lütfi Sürücü
Keyword(s):  
Authentic Leadership ◽  
Self Report ◽  
Leader Member Exchange ◽  
Employee Creativity ◽  
Northern Cyprus ◽  
The Social ◽  
Member Exchange ◽  
Considerable Impact ◽  
Intermediary Role ◽  
The Relationship

Abstract The purpose of this study was to acquire meaningful insights on the determinants of creativity with a meticulous examination, and by dint of that, expand the concerned literature. To accomplish the same, a conceptual model that includes authentic leadership, employee creativity, and leader–member exchange (LMX) was methodically developed and evaluated. This research is a quantitative study incorporating a self-report survey. The data were amassed from hotel employees in Northern Cyprus. Data from 314 applicable surveys were analyzed using Statistical Package for the Social Sciences (SPSS)-22 and analysis of a moment structures (AMOS)-18 programs. Based on the findings, it can be deduced that authentic leadership has a considerable impact on employee creativity, while LMX plays an intermediary role in this relationship. The results of this study are useful and relevant for both researchers and policymakers.

scholarly journals Stimulating creative behaviors in the work environment: influences of employee engagement, authentic leadership, and human capital factors on employee creativity

2021 ◽  
pp. 24-33
Author(s):  
Foluso Adekanmbi ◽  
Wilfred Isioma Ukpere
Keyword(s):  
Human Capital ◽  
Employee Engagement ◽  
Work Experience ◽  
Authentic Leadership ◽  
Banking Industry ◽  
Survey Study ◽  
Positive Development ◽  
Employee Creativity ◽  
Study Approach ◽  
Bank Employees

This paper investigates employee engagement, authentic leadership and human capital factors’ influences on the creative behaviors of bank employees within Nigeria’s banking industry. This investigation’s sample was taken from a selection of banks (Guarantee Trust Bank Plc, First Bank Plc, and United Bank For Africa Plc) across the Lagos and Ibadan cities of Lagos and Oyo States, Nigeria. This paper adopts a survey study approach, and questionnaires were randomly circulated. However, out of the 300 questionnaires distributed, 273 were fit to be used for the research and analyzed via statistical packages for social sciences (SPSS vs. 26). The current findings suggest that the younger the bank employees, the more creative they are. The higher their educational level and work experience, the more creative they are within Nigeria’s banking industry. The current investigation further established that employee engagement and authentic leadership significantly and positively influence creativity amongst employees within Nigeria’s banking industry. Therefore, the management of the Nigerian banks needs to consider spurring of employees’ sense of belonging and engagement to help stimulate and nurture their creativity. They should also consider essential authentic leadership training for their managers to help them discharge their leadership functions, related to the positive development of their subordinates’ creative behaviors and the human capital factors in stimulating employee creativity.

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.

Positive Team Atmosphere Mediates the Impact of Authentic Leadership on Subordinate Creativity

2016 ◽  
Vol 44 (3) ◽  
pp. 355-368 ◽  
Author(s):  
Hao Meng ◽  
Zhi-Chao Cheng ◽  
Tian-Chao Guo
Keyword(s):  
Knowledge Sharing ◽  
Authentic Leadership ◽  
Psychological Safety ◽  
Team Leaders ◽  
Creative Performance ◽  
Employee Creativity ◽  
Team Members ◽  
The Impact ◽  
Team Trust

We analyzed how authentic leadership (AL) predicts subordinate creativity, taking into account the possible mediator of positive team atmosphere. Participants were 69 team leaders and 335 team members working in enterprises in China. Subordinates reported their perception of there being an atmosphere of team trust and psychological safety at work, in addition to the AL of their supervisors, whereas supervisors rated employee creativity. The main findings were as follows: (a) AL positively predicted employee creativity through the mediators of both atmosphere of team trust and psychological safety; and (b) atmosphere of team trust and psychological safety positively affected teams' knowledge sharing and, in turn, creativity. Our results enrich understanding of the processes through which AL improves subordinates' creativity. By promoting AL and a team atmosphere of trust and psychological safety, organizations may enhance employees' creative performance.

Authentische Führung

2018 ◽  
Vol 62 (3) ◽  
pp. 142-160
Author(s):  
Luise Franke-Bartholdt ◽  
Dirk Frömmer ◽  
Jürgen Wegge ◽  
Anja Strobel
Keyword(s):  
Authentic Leadership ◽  
Leader Member Exchange ◽  
Member Exchange

Zusammenfassung. Zur Erfassung authentischer Führung fehlt im deutschen Sprachraum ein transparent validiertes Messverfahren. Der vorliegende Beitrag soll mit einer deutschen Adaption des Authentic Leadership Inventory von Neider und Schriesheim (2011) diese Lücke schließen. Nach der Übersetzung des Originals wurde das Deutsche Inventar Authentischer Führung (DIAF) in drei Stichproben (Ngesamt = 705) geprüft und modifiziert. In konfirmatorischen Faktorenanalysen konnte die theoretisch postulierte Binnenstruktur mit vier Komponenten bestätigt werden: Selbstbewusstheit, Transparenz in Beziehung zu anderen, verinnerlichte moralische Perspektive und ausgewogene Informationsverarbeitung. Die internen Konsistenzen der Gesamtskala (16 Items) und Einzelkomponenten lagen im guten bis sehr guten Bereich. Es wurden erwartungskonforme Zusammenhänge zu anderen Führungsskalen gefunden (positive Korrelationen zu ethischer Führung und Leader Member Exchange, negative Korrelationen zu destruktiver Führung). Das Instrument zeigte bedeutsame Zusammenhänge zu zentralen organisationalen Ergebniskriterien (Wohlbefinden, Arbeitsengagement, individuelle Leistung) und inkrementelle Validität über andere Führungsskalen hinaus. Insgesamt kann das DIAF als ökonomisches und valides Verfahren zur Erfassung authentischer Führung eingesetzt werden.

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