Assessing teacher innovations: expert versus peer ratings

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Vijaya Sherry Chand ◽  
Samvet Kuril ◽  
Ketan Satish Deshmukh ◽  
Rukmini Manasa Avadhanam
Keyword(s):  
Intrinsic Motivation ◽  
Self Efficacy ◽  
Efficacy Beliefs ◽  
Proactive Personality ◽  
Learning Orientation ◽  
Innovative Behavior ◽  
Peer Ratings ◽  
Content Type ◽  
Creative Self ◽  
Expert Ratings

PurposeThe growing recognition of the role of teacher innovative behavior in educational improvement has led to more systematic assessment of teacher-driven innovations, usually through expert panels. Innovative peer-teachers may be more closely aligned with the correlates of teacher innovative behavior than experts, and hence their participation in such panels might make the process more robust. Hence, the authors ask, “Do expert and peer assessments relate to individual-related correlates of innovative teacher behavior differently?”Design/methodology/approachInnovations of 347 teachers in India were assessed by an expert panel and a peer-teacher panel using the consensual technique of rating innovations. Structural equation modeling was used to study the relationships of the ratings with the innovative teachers' self-reported creative self-efficacy, intrinsic motivation, learning orientation and proactive personality.FindingsExpert ratings were significantly related to creative self-efficacy beliefs (β = 0.53, p < 0.05), whereas peer ratings were not. Peer ratings were significantly related to learning orientation (β = 0.19, p < 0.05), whereas expert ratings were not. Also, expert ratings were found to be indirectly associated with teachers' proactive personality and intrinsic motivation via creative self-efficacy beliefs; peer ratings were not associated with proactive personality.Originality/valueThe paper, through a robust methodology that relates expert and peer assessments with individual-related correlates of innovative behavior, makes a case for educational innovation managers to consider mixed panels of experts and innovative teacher-peers to make the assessment process more robust.

Organizational identification and employees’ innovative behavior: the mediating role of work engagement and the moderating role of creative self-efficacy

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Guangning Zhang ◽  
Yingmei Wang
Keyword(s):  
Work Engagement ◽  
Organizational Identification ◽  
Self Efficacy ◽  
Innovative Behavior ◽  
Content Type ◽  
Mediating Role ◽  
Creative Self ◽  
The Relationship ◽  
Moderating Role

Purpose This study aims to investigate the effect of organizational identification to employees’ innovative behavior, the mediating role of work engagement and the moderating role of creative self-efficacy in the relationship between organizational identification and employees’ innovative behavior. Design/methodology/approach This study adopted questionnaires to gather data. The sample of 289 employees working in diverse organizations in China was applied to examine the hypotheses. Findings The results indicates that organizational identification is positively related to employees’ innovative behavior and work engagement mediates the relationship between organizational identification and employees’ innovative behavior. In addition, creative self-efficacy enhances the relationship of work engagement and employees’ innovative behavior. Originality/value This study builds a system from psychological aspect to behavior, which includes the effect of individual cognition to explain the mechanism of organizational identification on employees’ innovative behavior.

Group diversity and employee service innovative behavior in the hospitality industry: a multilevel model

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mingjun Yang ◽  
Tuan Trong Luu ◽  
David Qian
Keyword(s):  
Self Efficacy ◽  
Structural Equation ◽  
Multilevel Model ◽  
Multilevel Structural Equation Modeling ◽  
Equation Modeling ◽  
Innovative Behavior ◽  
Content Type ◽  
Hospitality Organizations ◽  
Creative Self ◽  
Group Diversity

Purpose Service innovative behavior from employees helps hospitality organizations gain a competitive advantage and sustain business flourishment. Although group diversity has been demonstrated as a predictor of employee outcomes, whether group diversity in terms of extraversion and openness enhances employee service innovative behavior remains a gap. This study aims to fill this gap by developing a multilevel model of the direct relationship between group diversity in terms of extraversion and openness and employee service innovative behavior and also the mediations and moderations behind the relationship. Design/methodology/approach The authors collectd data from 44 Chinese hospitality teams. The research model was validated by multilevel structural equation modeling. Findings Results showed that both group extraversion diversity and group openness diversity fostered employee service innovative behavior via creative self-efficacy. Developmental culture strengthened the effectiveness of group openness diversity on creative self-efficacy and the effectiveness of creative self-efficacy on employee service innovative behavior. Nevertheless, developmental culture did not strengthen the effectiveness of group extraversion diversity on creative self-efficacy. Practical implications Findings suggest that managers and team leaders from hospitality organizations can elicit employee service innovative behavior through increasing group diversity in terms of extraversion and openness. Hospitality practitioners also should understand that employees’ confidence for creativity is able to channel group diversity into employee service innovative endeavors. Moreover, building developmental culture is essential for hospitality teams to strengthen the effect of group diversity on innovating services. Originality/value This study expands the diversity-innovation research through unfolding both the mediations and the moderations behind the link between group diversity in terms of extraversion and openness and employee service innovative behavior.

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.

Leader-member exchange, learning orientation and innovative work behavior

2018 ◽  
Vol 30 (1) ◽  
pp. 32-47 ◽  
Author(s):  
Aungkhana Atitumpong ◽  
Yuosre F. Badir
Keyword(s):  
Self Efficacy ◽  
Work Behavior ◽  
Learning Orientation ◽  
Leader Member Exchange ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Member Exchange ◽  
Innovative Work ◽  
Creative Self ◽  
Employee Learning

Purpose This study aims to examine the effects of leader–member exchange (LMX) and employee learning orientation on employee innovative work behavior (IWB) through creative self-efficacy. Design/methodology/approach Data have been collected from 337 employees and 137 direct managers from manufacturing sector. A hierarchical linear model has been used to test the hypotheses. Findings Results showed that LMX and employee learning orientation are positively related to employees’ IWB, and these relationships are mediated by creative self-efficacy. Originality/value This study expands previous results by empirically testing how LMX and employee learning orientation influence employees’ IWB through creative self-efficacy.

A cross-level examination of team-directed empowering leadership and subordinates' innovative performance: an AMO theory perspective

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Yang Cui ◽  
Guilan Yu
Keyword(s):  
Intrinsic Motivation ◽  
Knowledge Sharing ◽  
Self Efficacy ◽  
Feedback Seeking ◽  
Empowering Leadership ◽  
Content Type ◽  
Innovative Performance ◽  
Creative Self ◽  
Team Knowledge Sharing

PurposeIn the field of innovation, individual innovative performance also has an important impact on team and organizational innovative performance, thus it is necessary to identify factors that increase individual innovative performance. One key to unlock individual innovative performance is empowering leadership. Drawing on the Ability-Motivation-Opportunity (AMO) theoretical framework, this study investigates the cross-level influence of team-directed empowering leadership on subordinates' innovative performance and verifies the mediating role of creative self-efficacy (A), intrinsic motivation (M), team knowledge sharing (O) and the moderating effect of feedback seeking climate.Design/methodology/approachWith a sample of 102 teams and 722 employees, this study uses Mplus7.4 software to carry out cross-level model analysis based on MSEM multilevel mediation test methodology.FindingsThe results from cross-level analysis indicate that: (1) Team-directed empowering leadership has a significant positive impact on subordinates' innovative performance. (2) Team-directed empowering leadership enhances subordinates' innovative performance through the improvement of creative self-efficacy, intrinsic motivation and team knowledge sharing. (3) Based on the feedback perspective, feedback seeking climate moderates the relationship between team-directed empowering leadership and creative self-efficacy, intrinsic motivation and team knowledge sharing.Originality/valueThis study introduced the AMO theory into the research on cross-level mediating mechanism between team-directed empowering leadership and subordinates' innovative performance, which broadens the theoretical research perspective. Considering the difference between empowering leadership and laissez-faire leadership and the guiding role of feedback, this study selects feedback seeking climate as a moderator in view of feedback, which riches the contingency factors on the cross-level effect of team-directed empowering leadership.

A multi-level study of servant leadership on creativity

2017 ◽  
Vol 38 (5) ◽  
pp. 610-629 ◽  
Author(s):  
Jin Yang ◽  
Hefu Liu ◽  
Jibao Gu
Keyword(s):  
Servant Leadership ◽  
Self Efficacy ◽  
Power Distance ◽  
Efficacy Beliefs ◽  
Employee Creativity ◽  
Team Creativity ◽  
Content Type ◽  
Team Efficacy ◽  
Influencing Mechanism ◽  
Creative Self

Purpose The purpose of this paper is to explore the influencing mechanism of servant leadership on employee and team creativity based on efficacy theory. Specifically, the study intends to develop a model of efficacy beliefs that mediates the relationships between servant leadership, employee creativity, and team creativity at different levels. The study also aims to investigate the moderating effects of team power distance on the relationships between servant leadership, creative self-efficacy, and team efficacy at both individual and team levels. Design/methodology/approach Servant leadership, employee creativity, creative self-efficacy, team creativity, team efficacy, and team power distance were assessed in an empirical study based on a sample of 466 employees and 83 team leaders from 11 banks in China. Findings From efficacy theory perspective, this paper finds that servant leadership promotes employee creative self-efficacy and team efficacy, which enables the simultaneous promotion of employee creativity and team creativity. Team power distance also moderates the relationship between servant leadership and team efficacy. Practical implications The results suggest that it is important to encourage managers to engage in servant leader behaviors, which is conductive to enhancing employees’ self-efficacy beliefs and thereby improving creative outcomes of employees. The results are also helpful for managers to enhance their understanding of the differences in cultural values in management behavior and the effects of behavior on team efficacy. Originality/value The research findings provide a significant contribution to the literature in that it shows self-efficacy as a crucial mediating mechanism through which servant leadership influences creativity at individual and team levels. Moreover, the findings support the view that power distance is an important contextual factor that affects the influencing mechanism of servant leadership on team creativity. Furthermore, this paper is one of the few studies answering the call to examine the effect of leadership at multiple levels.

Determinants and effects of employee’s creative self-efficacy on innovative activities

2014 ◽  
Vol 6 (4) ◽  
pp. 326-347 ◽  
Author(s):  
Terje Slåtten
Keyword(s):  
Transformational Leadership ◽  
Self Efficacy ◽  
Careful Consideration ◽  
The Self ◽  
Future Research ◽  
Learning Orientation ◽  
Related Factors ◽  
Content Type ◽  
Hospitality Organizations ◽  
Creative Self

Purpose – This paper aims to identify factors that could be related to creative self-efficacy. Specifically, this article examines three different levels of factors as determinants to creative self-efficacy: leader-related, self-related and job-related. After careful consideration, this study selected one determinant to represent each of the three factors. Transformational leadership represented the leader-related factors, learning orientation represented the self-related factors and autonomy represented the job-related factors of creative self-efficacy. This article also aims to examine the effect of creative self-efficacy on what is called innovative activities. Design/methodology/approach – Drawing from theory the study presents a conceptual model of the aforementioned relationships. The data collection is based on a survey with a sample of employees in hospitality organizations. Findings – The findings reveal that the job-related factors (autonomy) were the most influential determinants to creative self-efficacy, followed by the self-related factors (learning orientation) and finally leader-related factors (transformational leadership). Furthermore, creative self-efficacy has a positive effect on innovative activities. Creative self-efficacy was found to have a mediating role between the three determinant variables and the effect variable. Research limitations/implications – This study is limited to a selection of three different factors as determinants to creative self-efficacy and only one effect variable. Future research should focus on other variables that may be related to creative self-efficacy. This article suggests three main areas related to creative self-efficacy that future research should specifically focus on. Practical implications – This study stresses the importance for managers to understand that creative self-efficacy is an important motivational factor for behavioural outcomes such as innovative activities. Moreover, it stresses the need for managers to give employees the necessary freedom to act on the basis of self-determination in their job role. Simultaneously, it points to the importance of building a climate and culture that triggers an individual learning orientation, increasing the creative capital in hospitality organizations. In general, this study demonstrates that creative self-efficacy may be a key personal attribute in the workplace where innovation is essential and an important aspect of firm's competitive advantage. Originality/value – Creative self-efficacy is a relatively new concept. This study contributes to the understanding of this phenomenon.

Differences in the influence of aesthetic experience on the innovative behaviors of Thai students and Chinese international students

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Yuan-Cheng Chang ◽  
Napawan Jaisook
Keyword(s):  
International Students ◽  
Self Efficacy ◽  
Aesthetic Experience ◽  
Chinese Students ◽  
Chinese International Students ◽  
Innovative Behavior ◽  
Content Type ◽  
Thai Students ◽  
Creative Self ◽  
Innovative Behaviors

PurposeThe purpose of this study aims to understand if there are any differences in the influence of aesthetic experience and creative self-efficacy on innovative behaviors of Thai students and Chinese international students and whether creative self-efficacy has a mediating effect between aesthetic experience and innovative behavior.Design/methodology/approachThree Thai universities with Chinese international students were selected through purposive sampling. There were 329 valid responses, consisting of responses from 170 Thai students and 159 Chinese students. The data were analyzed by employing multigroup structural equation modeling.FindingsThe analysis of the differences between the students of the two countries shows that the influence of aesthetic experience on creative self-efficacy, as well as the creative self-efficacy on innovative behavior of Chinese international students, is greater than that of Thai students, while the influence of aesthetic experience on innovative behavior of Thai students is greater than that of Chinese international students.Originality/valueThere are some differences between Thai and Chinese students, which could be attributed to their differing environments, cultures and prior learning experiences.

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