Linking empowering leadership and employee creativity: the influence of psychological empowerment, intrinsic motivation, and creative process engagement

2010 ◽  
Vol 24 (5) ◽  
Author(s):  
X. Zhang
Keyword(s):  
Intrinsic Motivation ◽  
Creative Process ◽  
Psychological Empowerment ◽  
Employee Creativity ◽  
Empowering Leadership

Psychological empowerment and employees' creativity in Vietnam telecommunications enterprises: the mediating role of creative process engagement and intrinsic motivation

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Thi Phuong Linh Nguyen ◽  
Hau Xuan Doan
Keyword(s):  
Factor Analysis ◽  
Intrinsic Motivation ◽  
Creative Process ◽  
Psychological Empowerment ◽  
Employee Creativity ◽  
Content Type ◽  
Mediating Role ◽  
Positive Direct ◽  
The Relationship

PurposeThe objective of this study is to investigate the relationship between psychological empowerment and employee creativity with the mediating role of creative process engagement and intrinsic motivation by testing the research model.Design/methodology/approachData were collected from in-depth interviews and surveys of 420 Vietnamese telecommunications enterprises employees. To test models and hypotheses, the collected data has been processed through Cronbach's alpha analysis, exploratory factor analysis (EFA), confirmatory factor analysis (CFA) and structural equation modeling (SEM) using SPSS 22.0 and AMOS 24.0 tools.FindingsThe results confirm that psychological empowerment has a positive direct and indirect relationship through creative process engagement and intrinsic motivation with employee creativity.Research limitations/implicationsThe main limitation of this paper is that a full study of the impact of leadership style on psychological empowerment and psychological empowerment to employee creativity should be conducted in the future at Vietnamese telecommunications enterprises.Practical implicationsTelecommunications enterprises managers who want to stimulate employee creativity need to pay attention to empowering workers and creating conditions for them to participate in the creative process when doing work.Originality/valueThe main contribution of this research is to apply theories of psychological empowerment, self-determination and composition theory of creativity to understand the relationship between psychological empowerment, creative process engagement, intrinsic motivation and employee creativity of telecommunications enterprises employees in the context of a developing country in Asia.

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.

scholarly journals Creative Process Engagement Dan Intrinsic Motivation Sebagai Mediasi Humble Leadership Terhadap Employee Creativity

2021 ◽  
Vol 6 (2) ◽  
pp. 278
Author(s):  
Nancy Rosminingsih Tomanda ◽  
Praptini Yulianti
Keyword(s):  
Intrinsic Motivation ◽  
Leadership Style ◽  
Creative Process ◽  
Partial Least Square ◽  
Least Square ◽  
Employee Creativity ◽  
Organizational Growth ◽  
The Relationship ◽  
Customer Development ◽  
Humble Leadership

Creativity has an important role for organizations to implement new services and processes. This implies that employees in the organization must be creative to maintain organizational growth and to face today's business challenges.This Study aims to determine the relationship between humble leadership, creative process engagement, intrinsic motivation, and employee creativity. The study is quantitative with data collection methods using a questionnaire on 145 employees of PT Unilever Indonesia Tbk in the Customer development department and processed using analysis tools Partial Least Square (SmartPLS 3.0). The results show that humble leadership has a positive and significant effect on employee creativity when a leader applies the humble leadership style it will be able to increase the creativity of the employees. Creative process engagement mediates the relationship between humble leadership and employee creativity partially and intrinsic motivation partially mediates the relationship between humble leadership and employee creativity

scholarly journals THE EFFECT OF EMPOWERING LEADERSHIP ON INTRINSIC MOTIVATION: THE ROLE OF PSYCHOLOGICAL EMPOWERMENT AS A MEDIATION

2020 ◽  
Vol 2 (2) ◽  
Author(s):  
Khaidir Syahrul
Keyword(s):  
Human Resources ◽  
Intrinsic Motivation ◽  
Psychological Empowerment ◽  
Hypothesis Test ◽  
Self Determination ◽  
Empowering Leadership ◽  
Testing Hypotheses ◽  
The Government ◽  
Positive Effect

This research aims to investigate the human resources managment within the government which requires a reliable and competent leadership. A leadership categorized as the concept of empowering when the leader shares direction, a support system, friendly, synergizing, and providing exemplary examples to his subordinates. Employees who feel empowered by the leader would increase their motivation in work. This would increase psychological side of the employee’s cognitions such as a meaningfulness, the competence, a self-determination, and the effect. This research is focused on the process of testing hypotheses and is aimed to examine the effect of empowering leadership’s motivation in the field of work. It is mediated by psychological empowerment. The data used in this study was a questionnaire. This study was used four-stage hypothesis test of Baron and Kenny (1986). The result indicates that empowering leadership has a positive effect on intrinsic motivation , and psychological empowerment partially mediates the positive effect of empowering leadership in supporting intrinsic motivation.

scholarly journals Empowering Leadership and Employee Creativity: The Mediating Role of Psychological Empowerment

2020 ◽  
Vol 3 (6) ◽  
pp. 14-25
Author(s):  
A A Nuzul ◽  
Andree Dwijanto Witjaksono ◽  
Anang Kistyanto
Keyword(s):  
Information Technology ◽  
Structural Equation ◽  
Psychological Empowerment ◽  
Partial Least Square ◽  
Least Square ◽  
Mediating Effect ◽  
Mediation Effect ◽  
Equation Modeling ◽  
Employee Creativity ◽  
Empowering Leadership

Purpose: This paper tried to examine the mediation effect of psychological empowerment between empowering leadership and employee creativity Design/Methodology: This study referred to quantitative research design and used a paper-based online questionnaire to collect data from a sample of 65 employees drawn from an Information Technology company in Surabaya, Indonesia. This study used the SEM (Structural Equation Modeling) Partial Least Square analysis with saturated samples. Findings: The results indicate that empowering leadership and psychological empowerment positively and significantly affect employee creativity. The results further reveal that psychological empowerment significantly mediating the relationship between empowering leadership and employee creativity. Practical Implications: The findings of this study provide benefits for company leaders to identify learning solutions to practical solutions, motivate employees to come up with creative ideas, and empower employees. Mostly during challenging times such as during the COVID 19 pandemic, work must be done from home. The results of this study provide opportunities for leaders to produce techniques, policies, and strategies to increase employee creativity through motivation, direction, and empowerment Originality/Value: This study makes a new attempt to demonstrate the mediating effect of empowering leadership and employee creativity in Information Technology companies at Vascomm Surabaya Indonesia. In addition, the research underlines the importance of motivating and always giving employees freedom for creative behavior which is important knowledge in difficult times like today caused by the covid-19 pandemic.

When Does Empowering Leadership Enhance Employee Creativity? A Three-way Interaction Test

2016 ◽  
Vol 44 (9) ◽  
pp. 1555-1564 ◽  
Author(s):  
Gukdo Byun ◽  
Ye Dai ◽  
Soojin Lee ◽  
Seung-Wan Kang
Keyword(s):  
Intrinsic Motivation ◽  
Employee Creativity ◽  
Empowering Leadership ◽  
South Korean ◽  
High Motivation ◽  
Interaction Test ◽  
And Task ◽  
Low Motivation

We proposed a 3-way interaction between empowering leadership, intrinsic motivation, and task visibility to predict employee creativity. Participants were 224 employee–leader dyads working in South Korean firms. Results showed that in situations of high task visibility, empowering leadership related more positively to creativity for employees with low rather than high motivation. In contrast, in situations low in task visibility, empowering leadership related more positively to creativity for employees with high rather than low motivation. Thus, our results confirmed the importance of the 3 factors for enhancing employee creativity.

scholarly journals INSPECTING THE ROLE OF EMPOWERMENT, OSTRACISM, DEFENSIVE SILENCE AND EMPLOYEE PROACTIVITY WITH RELATION TO EMPLOYEE CREATIVITY AND ORGANIZATIONAL PERFORMANCE

2021 ◽  
Vol 9 (1) ◽  
pp. 1300-1314
Author(s):  
Dr. Ali Dalain
Keyword(s):  
Organizational Performance ◽  
Effect Size ◽  
Psychological Empowerment ◽  
Empowerment Theory ◽  
Employee Creativity ◽  
Structural Empowerment ◽  
Empowering Leadership ◽  
Workplace Ostracism ◽  
Moderating Role

Purpose: This study attempts to gain insight into what factor influence on employee creativity and perceived organizational performance. Therefore, a theoretical framework is developed grounded in empowerment theory workplace ostracism and defensive silence.  In addition to that the moderating role of employee proactivity is hypothesized between employee creativity and perceived organizational performance. Design/Methodology/Approach: The research design of this study is based on positivist paradigm and followed quantitative research approach. A survey was administered towards public sector organizations in Saudi Arabia. Sample size of this study is computed with prior-power analysis using G-power software. For data analysis 384 responses were analyzed with structural equation modeling (SEM). Findings: Results indicate that employee creativity is predicted by empowering leadership, psychological empowerment, structural empowerment, trust in leadership, defensive silence and workplace ostracism and explained  52.4% variance in employee creativity. Therefore, employee creativity and employee proactivity shows  55.1% variance in perceived organizational performance. Effect size analysis showed that structural empowerment had medium level of effect size when predicting employee creativity. Practical Implications: This study contributes to empowerment theory and enriches the innovative and leadership literature. Practically, this research suggested that managers and policy makers should focus on empowering leadership, structural empowerment, psychological empowerment, employee proactivity and trust in leadership in order to boost employee creativity and perceived organizational performance. Originality/value: This research is significant as it extends the empowerment theory with defensive silence and workplace ostracism and extends the body of knowledge on this subject. To the best of researcher knowledge this study is the first that test the empowerment theory with the moderating role of employee proactivity to determine employee creativity and perceived organizational performance.

Sign in / Sign up

Export Citation Format

Share Document