Status-striving orientation, creative deviance engagement and employee creativity: perspective of structural strain

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Zhiqiang Liu ◽  
Xiaoqing Pan ◽  
Tingting Zhu
Keyword(s):  
Boundary Condition ◽  
Transformational Leadership ◽  
Design Methodology ◽  
Strain Theory ◽  
Team Leaders ◽  
Emotional Status ◽  
Employee Creativity ◽  
Content Type ◽  
Structural Strain ◽  
Rational Status

Purpose This study aims to examine why and when employees engage in creative deviance to develop creativity in China. Drawing on strain theory, the authors examined creative deviance engagement as a mediator and transformational leadership as a moderator of the distinct relationships between emotional and rational status-striving orientations and radical and incremental creativity. Design/methodology/approach Multisource survey data were collected from 126 team leaders and 446 employees in Chinese firms. Multilevel path analysis was used to test the hypotheses. Findings The results show that emotional status-striving orientation relates to creative deviance engagement, which, in turn, has a stronger relationship with radical creativity than with incremental creativity. Furthermore, creative deviance engagement mediates the indirect relationships between emotional status-striving orientation and radical and incremental creativity. Moreover, transformational leadership moderates the above indirect relationships. Originality/value This study is among the first attempts to empirically test the distinct relationships between creative deviance engagement and radical and incremental creativity and further examine how creative deviance engagement mediates the indirect relationships between status-striving orientations and radical and incremental creativity. In addition, the boundary condition of the indirect relationships is investigated. The findings provide valuable insights for the extant literature on status and employee creativity.

Linking person–organization adhocracy value congruence to creativity

2020 ◽  
Vol 35 (7/8) ◽  
pp. 603-615
Author(s):  
Ang Gao ◽  
Kai Zhao ◽  
Qing Qu
Keyword(s):  
Transformational Leadership ◽  
Design Methodology ◽  
Polynomial Regression ◽  
Value Congruence ◽  
Employee Creativity ◽  
Content Type ◽  
Creativity Research ◽  
Value Congruency ◽  
New Perspective ◽  
Practical Implications

PurposeThe purpose of this study is to examine the effect of person–organization (P-O) adhocracy value congruence on employee creativity using the supplementary fit theory while investigating the moderating effect of the immediate supervisor's transformational leadership.Design/methodology/approachThe study uses polynomial regression to analyze 431 employees from 47 Chinese companies.FindingsHigher levels of creativity were observed in employees whose adhocracy value was congruent with that of the organization.Practical implicationsThe practice of hiring employees with creative value or building creative culture may not trigger employee creativity if managers do not take value congruence into consideration.Originality/valueThis study introduces a new perspective on understanding creativity in the workplace. First, it contributes to work on the consequences of P-O value congruency by exploring how supplementary fit influences employee creativity. Second, it contributes to creativity research by proposing a P-O supplementary fit argument to explain the actor-context interactionist model of creativity.

Transformational leadership and employee creativity

2015 ◽  
Vol 53 (5) ◽  
pp. 894-910 ◽  
Author(s):  
Swati Mittal ◽  
Rajib Lochan Dhar
Keyword(s):  
Transformational Leadership ◽  
Knowledge Sharing ◽  
Leadership Style ◽  
High Performance ◽  
Hierarchical Regression ◽  
Medium Size ◽  
Employee Creativity ◽  
Content Type ◽  
Managerial Implications ◽  
Transformational Leadership Style

Purpose – Among the different styles of leadership, transformational leadership has gained most attention from organisational researchers and academics. Although transformational leadership and its work-associated outcomes have been examined in previous literature, only a small number of studies highlighted the role of transformational leadership style in fostering employee creativity, mediated through their creative self-efficacy (CSE) in the context of Indian organisations. The purpose of this paper is to observe the effect of transformational leadership on employee creativity in small and medium sized IT companies, where CSE is proposed as a mediator and knowledge sharing as a moderator through which a transformational leader tends to influence the creativity of the employees. Design/methodology/approach – Data were gathered from 348 manager-employee dyads of small and medium size IT companies operating in India. They replied to questions about their leader’s transformational leadership style, employee CSE, knowledge sharing and creativity. Findings – Findings of the present study, derived from a hierarchical regression analysis, using the data of 348 manager-employee dyads from Indian IT SMEs professionals, revealed that CSE mediates the relation between transformational leadership and employee creativity. In addition, knowledge sharing acts as a moderator for CSE and employee creativity. Research limitations/implications – A sample size is one probable limitation of the study. Another limitation of the study is that factors used for the survey were self-reported by the respondents. Self-reporting may not always produce reliable and accurate response. Practical implications – Based on the results, this study presents strong theoretical and managerial implications that can be used by IT organisations to evaluate the consequence of transformational leadership on employee creativity. Through transformational leadership style, leader can develop CSE and employee creativity to do things in a better way and develop knowledge sharing in employees for high performance. Therefore, the IT industry need to understand that creativity is one of the approaches to attaining and sustaining competitive advantage. In addition, it is important for them to find out more about the relation between transformational leadership, CSE and employee creativity. Originality/value – The study adds to the existing literature by illuminating the process through which transformational leadership has a significant effect on fostering CSE and employee creativity.

Leadership and organizational ambidexterity

2016 ◽  
Vol 35 (6) ◽  
pp. 778-788 ◽  
Author(s):  
Saša Baškarada ◽  
Jamie Watson ◽  
Jason Cromarty
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Design Methodology ◽  
Organizational Ambidexterity ◽  
Structured Interviews ◽  
Senior Leaders ◽  
Content Type ◽  
Organizational Mechanisms ◽  
Exploratory Innovation ◽  
Transactional And Transformational Leadership

Purpose – The purpose of this paper is to answer calls for more research on how leaders may promote organizational ambidexterity (i.e. exploitation and exploration), and how such behaviors relate to transactional and transformational leadership styles. Design/methodology/approach – The findings presented in this paper are based on semi-structured interviews with 11 senior leaders in Australian Defence. Findings – This paper identifies three organizational mechanisms that leaders rely on to promote exploitation, and five behaviors that leaders rely on to promote exploration. These mechanisms and behaviors closely match transactional and transformational leadership styles, respectively. Originality/value – This paper provides support for the leadership ambidexterity construct, and for the thesis that transformational leadership is appropriate in the context of exploratory innovation, while transactional leadership is appropriate in the context of exploitative innovation.

Happiness at work: a multi-criteria decision-making approach

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Rinki Dahiya ◽  
Juhi Raghuvanshi
Keyword(s):  
Decision Making ◽  
Information Technology ◽  
Transformational Leadership ◽  
Design Methodology ◽  
Causal Relation ◽  
Multi Criteria Decision Making ◽  
Human Resource Managers ◽  
Content Type ◽  
Resource Managers ◽  
Causal Framework

Purpose Researchers have strived to identify the factors enhancing happiness at work (HAW), and the causal relations among the enablers of happiness remained underexplored. Therefore, this study aims to map and prioritize the causal relation structures of enablers of HAW. Design/methodology/approach Data were collected from key representatives of information technology (IT) firms located in India. A framework based on the cause and effect relationship among enablers of HAW is proposed, and to establish this causality, the decision-making trial and evaluation laboratory (DEMATEL) technique was applied. Findings The findings indicate five out of 12 enablers as causal, namely, transformational leadership, authentizotic work climate, person–organization work fit, organizational virtuousness and meaningfulness in work. Originality/value Human resource managers, organizational policymakers and scholars will gain greater understanding through this causal framework of enablers of HAW. Knowledge and facilitation of these enablers will aid in nurturing a happy workplace.

Creating the right climate: how servant leadership can drive employee creativity

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Servant Leadership ◽  
Case Studies ◽  
Design Methodology ◽  
Reading Time ◽  
Employee Creativity ◽  
Content Type ◽  
Study Find ◽  
Pertinent Information ◽  
The Right ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings The authors of the study find that servant leadership encourages employee creativity by supporting the development of a climate of creativity, which sets the right conditions for employees to engage in creative behaviors. Originality/value The briefing saves busy executives, strategists 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.

Study of Chinese bank managers shows transformational leadership, organizational structure and job characteristics are all positively related to psychological empowerment

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Transformational Leadership ◽  
Organizational Structure ◽  
Design Methodology ◽  
Psychological Empowerment ◽  
Job Characteristics ◽  
Cluster Sampling ◽  
Transformational Leaders ◽  
Recruitment Process ◽  
Content Type ◽  
Bank Managers

Purpose The authors said that, although psychological empowerment is a well-researched topic, their study was especially valuable because it took place in a Chinese context. Design/methodology/approach The authors distributed 400 questionnaires to bank managers in Beijing, who were randomly selected through cluster sampling. In the end, 151 usable questionnaires were returned. The questionnaire used various scales to measure psychological empowerment, transformational leadership, organizational structure and job characteristics. Findings Analysis of the results showed confirmation of all three hypotheses, revealing that transformational leadership, organizational structure and job characteristics are all positively related to transformational leadership. Originality/value The authors said their study boosted the significance of transformational leaders in organizations. They also suggested that organizations should pay attention to leadership styles during the recruitment process. Meanwhile, leaders who were not displaying transformational leadership should be provided with appropriate training. Employees should also be made aware of its importance. Individual trainers and HR personnel should take note of the characteristics required of transformational leaders.

The effect of the valence of sponsorship information on consumers’ attitudes toward the sponsor brand

2019 ◽  
Vol 20 (4) ◽  
pp. 603-616 ◽  
Author(s):  
Christopher Dick
Keyword(s):  
Boundary Condition ◽  
Experimental Research ◽  
Design Methodology ◽  
Strong Influence ◽  
Content Type ◽  
Different Types ◽  
Negative Condition ◽  
Practical Implications ◽  
Practical Recommendations ◽  
Better Than

Purpose To date, research on sponsorship considers the effects of only positive or only negative sponsorship information on consumers’ attitudes toward the sponsor brand. However, in practice, sometimes mixed information (positive and negative) is available that influences consumers’ sponsor evaluations. To mirror the information situation of the real world, the purpose of this paper is to investigate how the valence of sponsorship information (only positive vs mixed vs only negative) and the strength of sponsorship information (weak vs strong) influence the consumers’ attitudes toward the sponsor brand. Design/methodology/approach This research uses an experimental research design (n=210). Data were collected among students of a German university. Findings The results reveal that when the strength of information was weak, attitudes in the mixed information condition were not significantly worse than in the only positive condition and significantly better than in the only negative condition. In addition, when the strength of information was strong, attitudes in the mixed information condition were significantly worse than in the only positive condition and significantly better than in the only negative condition. Practical implications This study offers several practical recommendations regarding the sponsors’ evaluation of their investments and the decision to maintain or exit the sponsorship of a controversial object. Originality/value This study expands the research on the effects of available sponsorship information on consumers’ sponsor evaluation. The present research highlights the effects of different types of sponsorship information on consumers’ attitudes and considers the strength of information as a boundary condition of these effects.

The impact of transformational leadership on employee creativity: the role of learning orientation

2015 ◽  
Vol 9 (1) ◽  
pp. 78-98 ◽  
Author(s):  
Jeevan Jyoti ◽  
Manisha Dev
Keyword(s):  
Transformational Leadership ◽  
Equation Modeling ◽  
Learning Orientation ◽  
Transformational Leader ◽  
Employee Creativity ◽  
Content Type ◽  
The Impact ◽  
The Relationship ◽  
Moderating Role

Purpose – This research aims to explore the relationship between transformational leadership and employee creativity. In addition, we intend to study the moderating role played by learning orientation in the relationship between transformational leadership and employee creativity. Design/methodology/approach – Data have been collected from employees working at the Airtel and Aircel call centers of J&K (India). A two-step approach to structural equation modeling (SEM) was applied. Confirmatory factor analysis was conducted to assess the proposed measurement model fit and construct validity. The structural model was generated to test the significance of the theoretical relationships. Findings – The results revealed that there is a positive relationship between transformational leadership and employee creativity, and it is being moderated by learning orientation. Research limitations/implications – Although this study expands our knowledge about the role of learning orientation between transformational leadership and employee creativity, the prospects for further research are still present. The cross-sectional design of study might not have been able to extract the true essence of the cause-and-effect relationship between transformational leadership and employee creativity. Practical implications – Transformational leaders promote followers’ creativity, so the management may find it valuable to invest in transformational leadership training for supervisors and team leaders, or use personality testing to screen for high-caliber candidates, who have high potential of becoming a transformational leader. The characteristics of a transformational leader, when coupled with the learning orientation of employees, yield positive results in the form of employee creativity, which managers can use to generate sustainable competitive advantages for their organizations. Originality/value – This paper is original, as it contributes to existing theory by establishing the moderating role played by learning orientation in between transformational leadership and employee creativity. The moderation has been proved via SEM with the help of latent constructs, which is seldom done.

Substitutes or complements? Individual-focused and group-focused transformational leadership in different organizational structures in new firms

2017 ◽  
Vol 38 (5) ◽  
pp. 699-718 ◽  
Author(s):  
Xiumei Zhu ◽  
Mingxu Bao
Keyword(s):  
Transformational Leadership ◽  
Organizational Structure ◽  
Design Methodology ◽  
Organizational Structures ◽  
New Firms ◽  
Comprehensive Understanding ◽  
Content Type ◽  
Significant Performance ◽  
Established Firms ◽  
The Relationship

Purpose The significant performance implications of individual-focused and group-focused transformational leadership have been documented for established firms, but the issue of whether they are complementary or substitutive still remains a puzzle, and whether their relationship differs in new firms remains unanswered. The purpose of this paper is to investigate the relationship between individual-focused and group-focused transformational leadership in different organizational structures in new firms. Design/methodology/approach The study draws on survey data of 209 questionnaires from 63 teams in 63 new firms in China. Findings The results suggest that individual-focused and group-focused transformational leadership are substitutive when the organizational structure is mechanistic, and are complementary when the structure is organic. Originality/value The study contributes to the debate on the relationship between individual-focused and group-focused transformational leadership by comparing organizational structure characteristics and offering a comprehensive understanding of the issue.

How transformational leadership facilitates e-business adoption

2017 ◽  
Vol 117 (2) ◽  
pp. 382-397 ◽  
Author(s):  
Lirios Alos-Simo ◽  
Antonio J. Verdu-Jover ◽  
Jose-Maria Gomez-Gras
Keyword(s):  
Transformational Leadership ◽  
Design Methodology ◽  
Organizational Factors ◽  
Manufacturing Firms ◽  
Digital Transformation ◽  
Transformational Leaders ◽  
Content Type ◽  
Significant Evidence ◽  
External Pressures

Purpose The purpose of this paper is to examine theoretically and empirically what type of leadership facilitates e-business adoption in large manufacturing firms. The digital transformation of firms requires leadership that can promote the adaptive quality of organizational culture. Design/methodology/approach The authors conducted an empirical study using two key informants from a sample of 181 incumbent firms. Findings The authors find significant evidence that adaptive culture is the vehicle by which transformational leaders positively influence e-business adoption. Originality/value Given the digital economy’s external pressures, many e-business adoption processes fail due to organizational factors originating in leadership and its capability to change followers’ values, norms, and motivations. To solve this problem, the authors propose a model that explains how transformational leadership first plays a key role in changing characteristics of culture and then facilitates e-business adoption.

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