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.

Entrepreneurial leadership: the key to develop creativity in organizations

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Muhammad Shahid Mehmood ◽  
Zhang Jian ◽  
Umair Akram ◽  
Adeel Tariq
Keyword(s):  
Structural Equation ◽  
Structural Model ◽  
Psychological Empowerment ◽  
Psychological Safety ◽  
Measurement Model ◽  
Equation Modeling ◽  
Entrepreneurial Leadership ◽  
Employee Creativity ◽  
Analytical Strategy ◽  
Content Type

PurposeEntrepreneurial leadership has been developed from the existing leadership and entrepreneurship literature as a new leadership theory to meet the dynamic changes in the 21st century. Accordingly, the main purpose of this study is to investigate the effect of entrepreneurial leadership on employee creativity and the mediating influence of psychological empowerment and psychological safety, with the lens of social learning theory.Design/methodology/approachData were collected from the manufacturing sector of Pakistan with a sample size of 280 dyads of managers and employees. A two-step analytical strategy was adopted through which the measurement model was validated by using confirmatory factor analysis and structural equation modeling to estimate the structural model to fit the data. The bootstrapping method was applied for testing the mediation analysis.FindingsThe current study found that entrepreneurial leadership positively related to employee creativity. Moreover, it was found that psychological empowerment and psychological safety mediated the relationships between entrepreneurial leadership and employee creativity.Research limitations/implicationsThe findings of the current study provide guidance to managers and businessmen on how to develop the creative skills of employees by adopting entrepreneurial leadership behaviors. Besides, this study enriches the literature by exploring the performance mechanism of entrepreneurial leadership to develop employee creativity.Originality/valueThe current study is considered the first to examine the role of entrepreneurial leaders in stimulating employee creativity through psychological safety and psychological empowerment. As such, it enriches the creativity literature by exploring the employee creativity mechanism through entrepreneurial leadership and validating the importance of psychological factors in the development of creativity compared to previous studies, which have focused primarily on the concept or scale development of entrepreneurial leadership. Furthermore, it provides several theoretical and managerial implications along with future opportunities.

Entrepreneurial leadership and employee innovative behavior: an examination through multiple theoretical lenses

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Amjad Iqbal ◽  
Tahira Nazir ◽  
Muhammad Shakil Ahmad
Keyword(s):  
Self Efficacy ◽  
Affective Commitment ◽  
Psychological Safety ◽  
Equation Modeling ◽  
High Tech ◽  
Entrepreneurial Leadership ◽  
Innovative Behavior ◽  
Content Type ◽  
Creative Self

PurposeThe purpose of this research is to determine the relationship between entrepreneurial leadership and employee innovative behavior and examine mediating role of affective commitment, creative self-efficacy and psychological safety in this relationship.Design/methodology/approachUsing cross-sectional research design, data were collected from 343 employees of information technology (IT) service firms in Pakistan. Partial least squares–structural equation modeling (PLS-SEM) technique was applied to test the proposed research model.FindingsThe findings reveal that entrepreneurial leadership is strongly and positively related to employee innovative behavior. Moreover, affective commitment, creative self-efficacy and psychological safety simultaneously mediate this relationship.Practical implicationsThis study uncovers the important role of entrepreneurial leadership in driving employee innovative behavior in high-tech services industry. Findings of this study suggest that by practicing entrepreneurial behaviors, managers can enhance employees' affective commitment, creative self-efficacy and psychological safety, which invoke employees to demonstrate innovative behavior leading toward improved innovation performance at organizational level.Originality/valueThis research makes novel contribution to entrepreneurial leadership theory by using competing theoretical perspectives and subsequently providing more nuanced picture of the contrasting mechanisms that transmit the impact of entrepreneurial leadership on employee innovative behavior.

The role of entrepreneurship education and training programmes in advancing entrepreneurial skills and new ventures

2020 ◽  
Vol 44 (6/7) ◽  
pp. 595-614
Author(s):  
Anderson Galvão ◽  
Carla Marques ◽  
João J. Ferreira
Keyword(s):  
Human Resource Development ◽  
Structural Equation ◽  
Positive Impact ◽  
New Ventures ◽  
Entrepreneurship Education ◽  
Education And Training ◽  
Content Type ◽  
Entrepreneurial Skills ◽  
Training Programmes ◽  
And Training

Purpose This study aims to understand how entrepreneurship education and training programmes (EETPs) influence the development of entrepreneurial competencies and creation of business ventures. Design/methodology/approach The study included a questionnaire distributed to 103 EETP participants. The data were processed using SmartPLS software to construct a structural equation model. Findings The results show, first, that the respondents’ motivations have a positive impact on participation in entrepreneurship education programmes and company creation. Second, participation in these programmes positively influences individual entrepreneurial orientation and entrepreneurial skills. The findings also include that the entrepreneurship education programme under study has strengthened its participants’ capacities and competencies, making these people more autonomous and facilitating their creation of new businesses. Originality/value This study sought to contribute to a fuller empirical understanding of how EETPs affect their participants’ individual entrepreneurship orientation and capacities (human resource development), thereby fostering company formation and regional development. Theoretical and practical implications are presented, with an emphasis on what needs to be done to improve EETPs.

Portuguese research shows value of entrepreneurial training in developing necessary skills

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Entrepreneurship Education ◽  
Education And Training ◽  
Content Type ◽  
The North ◽  
Entrepreneurial Skills ◽  
The Creation ◽  
Entrepreneurial Training ◽  
Training Programmes ◽  
And Training

Purpose The goal was to study how entrepreneurship education and training programmes (EETPs) influence the development of entrepreneurial competencies and creation of business venture Design/methodology/approach The authors tested a series of hypotheses on the EETPs designed for the Sabor Entrepreneurship Programme (SEP), in northern Portugal. They used a detailed questionnaire. At the time of the research (2018), the SEP had had five editions across Sabor’s five municipalities. The main aim of the EETPs was to train participants to run their own companies. Findings The study showed that the entrepreneurship education and training programmes (EETP) developed in the Sabor Region in the north helped participants to develop entrepreneurial skills. Despite these positive results, the researchers were unable to prove statistically that the programme had a definite influence on the creation of companies. Too many other factors, such as financing, bureaucracy and access to information proved critical in the formation of new businesses. Originality/value The researchers were motivated to carry out their research because EETPs have been rapidly expanding throughout the world, but there is no consensus about their effectiveness, or about the best elements to include. To bridge the gaps, the authors examined the role of EETPs in the development of entrepreneurial skills and the creation of businesses.

Entrepreneurial behaviour formation among Farmers

2018 ◽  
Vol 8 (1) ◽  
pp. 124-143 ◽  
Author(s):  
Asif Yaseen ◽  
Simon Somogyi ◽  
Kim Bryceson
Keyword(s):  
Structural Equation ◽  
Strong Predictor ◽  
Cross Sectional ◽  
Content Type ◽  
Face To Face ◽  
Entrepreneurial Behaviour ◽  
Entrepreneurial Skills ◽  
Business Opportunities ◽  
Training Programmes ◽  
And Training

Purpose The purpose of this paper is to investigate how farmers perceive and exploit business opportunities to foster entrepreneurship in developing country agriculture. Design/methodology/approach In total, 174 milk producers completed a face-to-face survey within a posttest- pretest research design. Partial least squares structural equation modelling (PLS-SEM) was used to test the hypotheses. Findings Results revealed that intentions, channelled through desirability, feasibility and optimism, become a strong predictor to recognise the opportunity to be entrepreneurial; however, the presence of a munificent environment and participation in apprenticeship and training programmes are the main and direct source of exploiting farming business opportunities. Research limitations/implications The major limitation of the study is that cross-sectional data collected only from milk producers in Pakistan, signifying a need to include other agricultural sectors across different developing countries for further contextualising the results. Originality/value Research on entrepreneurial behaviour among farmers is scant. This study emphasises how cognitive heuristics guide intentions influencing the process of opportunity formation, and a munificent environment and entrepreneurial skills trainings are necessary for starting dairy farming business with modern practices.

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.

Ranking of barriers for effective maintenance by using TOPSIS approach

2016 ◽  
Vol 22 (1) ◽  
pp. 18-34 ◽  
Author(s):  
Rajesh Kumar Singh ◽  
Ayush Gupta ◽  
Ashok Kumar ◽  
Tasmeem Ahmad Khan
Keyword(s):  
Production Systems ◽  
Manufacturing Sector ◽  
Maintenance Management ◽  
Management Technique ◽  
Top Management ◽  
Management Support ◽  
Content Type ◽  
Order Preference ◽  
Present Context ◽  
Training Programmes

Purpose – In present context of globalization, maintenance of production systems is very important. Many of the organizations are facing a lot of problems in maintenance management. Therefore the purpose of this paper is to identify the main barriers in maintenance management and to rank them for effective maintenance strategies. Design/methodology/approach – To rank the main barriers in maintenance management, technique for order preference by similarity to ideal solution is used. For giving score to different factors a team of three experts was made. All experts were having more than ten years of experience in area of maintenance management. Findings – Lack of top management support, lack of measurement of overall equipment effectiveness (OEE) and lack of strategic planning and implementation have emerged as top three barriers in implementation of maintenance systems in industries. Research limitations/implications – Findings imply that for successful maintenance, top management should be very supportive for taking different initiatives, training programmes, etc. Organizations should try to improve overall performance of machines known as OEE rather than only machines productivity. Originality/value – These findings will be highly useful for professionals from manufacturing sector in implementing effective maintenance management system.

Workplace ostracism and employee creativity: role of defensive silence and psychological empowerment

2019 ◽  
Vol 51 (6) ◽  
pp. 360-370 ◽  
Author(s):  
Kalaa Chenji ◽  
Raghavendra Sode
Keyword(s):  
Psychological Empowerment ◽  
Bootstrap Method ◽  
Primary Data ◽  
Equation Modeling ◽  
Insurance Company ◽  
Employee Creativity ◽  
Negative Effects ◽  
Content Type ◽  
Workplace Ostracism ◽  
The Impact

Purpose The purpose of this paper is to study the impact of workplace ostracism and defensive silence on employee behavior within an organization. The paper attempts to study the impact of workplace ostracism on employee creativity. The paper also aims to train the employees to withstand the negative effects of workplace ostracism. Design/methodology/approach This is an empirical study. Primary data were collected from 454 employees working in the service sector in India. The data were collected from an IT sector unit, an insurance company and a bank. Utmost care was taken in order to select organizations where there was frequent interaction between the supervisors and co-workers in order to measure the relevant variables. Mean, standard deviation and correlation were used for descriptive studies, and structural equation modeling was used to measure several dimensions of the hypothesized model. A bootstrap method is used to measure the impact of workplace ostracism on employee creativity. Findings The study found that defensive silence mediates between workplace ostracism and employee creativity and psychological empowerment moderates between workplace ostracism and employee creativity. Workplace ostracism negatively effects employee creativity and positively influences defensive silence. The study reveals the moderating effect of psychological empowerment on workplace ostracism and employee creativity such that low levels of psychological empowerment negatively influences employee creativity and high level of psychological empowerment has a positive effect on employee creativity. Practical implications Workplace ostracism is proved to be a stressor. The study contributes to the literature on stressor–strain relationship workplace ostracism and employee creativity. Psychological empowerment has indirect influence on workplace ostracism and employee creativity. Organizations may train employees to combat the negative effects of workplace ostracism through concepts like psychological empowerment. Originality/value The study is one of its kind as it aimed to measure the impact of workplace ostracism on employee creativity. Though there are several studies on workplace ostracism, its influence on employee creativity perhaps is covered by the present study.

Climate for innovation and employee creativity

2020 ◽  
Vol 41 (4) ◽  
pp. 341-356
Author(s):  
Jieqiong Liu ◽  
Yanfei Wang ◽  
Yu Zhu
Keyword(s):  
Moderated Mediation ◽  
Time Interval ◽  
Mediation Model ◽  
Path Modeling ◽  
Employee Creativity ◽  
Content Type ◽  
Openness To Change ◽  
Moderated Mediation Model ◽  
Modeling Analysis ◽  
The Relationship

PurposeThis study proposes a moderated mediation model that examines the roles that openness to change and psychological capital (PsyCap) may play in the relationship between climate for innovation and employee creativity.Design/methodology/approachPath modeling analysis with software Mplus 7 is conducted to test our moderated mediation model.FindingsThe results show that climate for innovation promotes openness to change, which in turn encourages employee creativity, and PsyCap moderates not only the relationship between climate for innovation and openness to change but also the indirect effect of climate for innovation on employee creativity through openness to change.Research limitations/implicationsAlthough we attempt to avoid common method bias by collecting data in two waves, the six-month time interval separating the two waves of data collection may not be long enough to detect the causal relationship between climate for innovation and employee creativity. In addition, this study is conducted in companies located in China, which may raise the question of generalizability to other cultures.Originality/valueThe main contribution is building a moderated mediation model to uncover the potential mediating mechanism and boundary conditions associated with the influence of climate for innovation on employee creativity.

Does inclusive leadership affect project success? The mediating role of perceived psychological empowerment and psychological safety

2020 ◽  
Vol 13 (5) ◽  
pp. 1077-1096 ◽  
Author(s):  
Jabran Khan ◽  
Mastura Jaafar ◽  
Basharat Javed ◽  
Namra Mubarak ◽  
Tahira Saudagar
Keyword(s):  
Structural Equation ◽  
Project Success ◽  
Psychological Empowerment ◽  
Research Question ◽  
Psychological Safety ◽  
Information Technology Industry ◽  
Inclusive Leadership ◽  
Content Type ◽  
Mediating Mechanisms ◽  
Time Lagged

PurposeThrough the lens of the leader–member exchange theory, this study assessed the relationship between inclusive leadership (IL) and project success by incorporating the mediating roles of psychological empowerment (PE) and psychological safety (PS).Design/methodology/approachTime-lagged data were collected from 328 employees working in project-based organisations across the information technology industry. Structural equation modelling (SEM) using AMOS 26 was employed for data analysis.FindingsBy using the SEM approach, the confirmatory factor analysis had verified the distinctiveness of the variables used in this study. The findings displayed that IL increased project success both directly and indirectly through the mediating roles of PE and PS.Originality/valueThis study addressed two research questions that have been left unanswered in the literature. The initial research question is “how IL enhances project success?”, and this study found that IL enhanced project success. The second research question is “what are the suggested mechanisms for IL to promote project success?” This study has proven that IL enhanced project success through two important mediating mechanisms, namely, PE and PS.

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