Enhancing employees’ creativity through entrepreneurial leadership: can knowledge sharing and creative self-efficacy matter?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Talat Islam ◽  
Momina Asad
Keyword(s):  
Knowledge Sharing ◽  
Social Exchange ◽  
Self Efficacy ◽  
Social Exchange Theory ◽  
Entrepreneurial Leadership ◽  
Employee Creativity ◽  
Cross Sectional ◽  
Content Type ◽  
Cross Sectional Design ◽  
Creative Self

Purpose This study aims to examine knowledge sharing as an explanatory variable between entrepreneurial leadership and employee creativity. The authors further examined the moderating role of creative self-efficacy between knowledge sharing and employee creativity. Design/methodology/approach The authors collected data from 307 employees and their immediate supervisors working in IT-based organizations. Findings The authors noted that entrepreneurial leaders positively affect employees’ creativity and knowledge sharing positively explains this association. The authors further noted individuals high in creative self-efficacy strengthen the association between knowledge sharing and employee creativity. Research limitations/implications The authors used a cross-sectional design to collect data that may restrict causality. Still, the study suggests management learn, develop and implement entrepreneurial skills that foster knowledge sharing to enhance creativity. In addition, hiring individuals with creative self-efficacy would further encourage creativity. Originality/value Drawing upon social exchange theory, the authors are first to examine knowledge sharing as a mediating mechanism between entrepreneurial leadership and employee creativity. In addition, the authors examined creative self-efficacy as a conditional variable on the association between knowledge sharing and employee creativity.

Linking Ethical Leadership to Employee Creativity: Knowledge Sharing and Self-Efficacy as Mediators

2013 ◽  
Vol 41 (9) ◽  
pp. 1409-1419 ◽  
Author(s):  
Yueru Ma ◽  
Weibo Cheng ◽  
Barbara A. Ribbens ◽  
Juanmei Zhou
Keyword(s):  
Knowledge Sharing ◽  
Social Exchange ◽  
Ethical Leadership ◽  
Social Learning Theory ◽  
Self Efficacy ◽  
Social Exchange Theory ◽  
Exchange Theory ◽  
Mediation Model ◽  
Multiple Mediation ◽  
Employee Creativity

Using social exchange theory and social learning theory, we examined the influence of ethical leadership on employee creativity through the mediation of knowledge sharing and self-efficacy. We tested our hypotheses with a sample of 309 employees and their supervisors from 4 Chinese companies, using a multiple mediation model. The results showed that ethical leadership was positively related to employee creativity and that this relationship was mediated by knowledge sharing and self-efficacy.

scholarly journals Mentor education: challenging mentors’ beliefs about mentoring

2015 ◽  
Vol 4 (2) ◽  
pp. 142-158 ◽  
Author(s):  
Eli Lejonberg ◽  
Eyvind Elstad ◽  
Knut-Andreas Christophersen
Keyword(s):  
Social Exchange ◽  
Self Efficacy ◽  
Structural Equation ◽  
Social Exchange Theory ◽  
Role Clarity ◽  
Omitted Variables ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Content Type ◽  
University Colleges

Purpose – The purpose of this paper is to highlight university-based mentor education as a negative antecedent to mentors’ beliefs which are consistent with judgementoring (Hobson and Malderez, 2013). The concept of beliefs consistent with judgementoring (evaluative or judgemental mentoring) is introduced as a quantitative construct which is then used as a dependent variable. The concept of “folk mentoring” is introduced to theorise why and how mentor education may challenge mentors’ beliefs about mentoring. Design/methodology/approach – Structural equation modelling of cross-sectional survey data is used to estimate and compare the strengths between mentors’ perceived self-efficacy, role clarity, experience and education as independent variables and beliefs about mentoring aligned with judgementoring as the dependent variable. The survey was completed by 146 mentors who attended mentor education programmes in universities and university colleges across Norway. Findings – The findings indicate that mentor education contributes to lower levels of beliefs consistent with judgementoring and strengthens mentors’ awareness of their role as a mentor. Higher levels of self-efficacy related to the mentor role were associated with stronger beliefs consistent with judgementoring. Mentor experience was not associated strongly with any tested variable. Research limitations/implications – This paper identifies new questions pertaining to the effects of mentor education and variables associated with judgementoring. Omitted variables might have influenced the explored models and the methods used do not allow us to determine causal relationships. Originality/value – Taking an approach based on social exchange theory, the authors describe judgementoring as a form of mentoring that hampers potential exchanges which would enable mentoring to contribute to professional development. This paper provides new insights into judgementoring by introducing it as a quantitative construct, by testing relevant antecedents and by introducing the concept of “folk mentoring”. Mentor education is highlighted as a potential moderator of mentors’ beliefs in judgementoring.

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.

Managerial support for development and turnover intention

2018 ◽  
Vol 31 (1) ◽  
pp. 135-153 ◽  
Author(s):  
Manish Kumar ◽  
Hemang Jauhari ◽  
Ashish Rastogi ◽  
Sandeep Sivakumar
Keyword(s):  
Job Satisfaction ◽  
Social Exchange ◽  
Organizational Support ◽  
Turnover Intention ◽  
Social Exchange Theory ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Content Type ◽  
Managerial Support ◽  
The Relationship

Purpose The purpose of this paper is to integrate learnings from social exchange theory, organizational support theory and JD-R model to explore the relationship among support for development, work engagement (WE), job satisfaction (JS) and turnover intention (TI). It was hypothesized that the relationship between managerial support for development (MSD) and TI would be explained through organizational support for development (OSD), WE and overall job satisfaction (OJS). Design/methodology/approach A cross-sectional survey on a sample of 5,088 service industry employees undergoing organizational change and working in the business-to-business context was employed. Reponses were analyzed using IBM® SPSS® AMOSTM 20. Findings The findings were along the hypothesized lines. The study found support for mediation by OSD, WE and OJS, respectively of MSD and TI relationship. Similarly, the mediation of MSD-OJS relationship by OSD and WE, respectively were also supported. Furthermore, OSD mediated the relationship between MSD and WE; while the relationship between OSD and TI was mediated by WE and OJS, respectively and additionally, the OSD-OJS relationship was mediated by WE. Lastly, the mediation of WE-TI relationship by OJS was also supported. Therefore, the sequence of MSD-OSD-WE-OJS-TI partial mediation model was supported. Research limitations/implications While the sample size (n=5,088) is large, the respondents belong to one business unit of an organization, constraining generalizability. Additionally, the study is limited by cross-sectional design. Finally, the study was restricted by the choices of perceptual measures of study variables and non-quantitative evaluation of discretion/job demand. Originality/value Using learnings from multiple theories, the present study examined the roles of two sources of support for development (organizational and managerial) and two job-related states (WE and JS) in relating with TI. Interestingly, all the expected relationships were true in a context signifying the discretionary nature of organization. Further, testing of alternate models gives additional credence to the findings.

A simplified approach to understanding customer support and help during self-service encounters

2020 ◽  
Vol 37 (4) ◽  
pp. 609-634
Author(s):  
Estelle van Tonder ◽  
Stephen G. Saunders ◽  
Leon T. de Beer
Keyword(s):  
Service Quality ◽  
Knowledge Sharing ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Exchange Theory ◽  
Service Encounters ◽  
Content Type ◽  
Customer Support ◽  
The Social ◽  
Self Service

PurposeIn the absence of direct employee involvement, customers sharing knowledge and know-how with other customers during self-service encounters is key for promoting service quality. This study assessed the extent to which customer support and help during self-service encounters could simply be explained by multiple motivations of the social exchange theory.Design/methodology/approachA survey approach was followed. The model was tested among 258 electronic banking customers in South Africa and later cross-validated among 253 electronic banking customers in Australia. Multi-group confirmatory factor analysis with country as the grouping variable, latent variable modelling and indirect tests were performed to assess interrelationships among diverse factors that may contribute to customer support and help during self-service encounters, as accounted for by motivations of the social exchange theory.FindingsAdequate model fit was obtained for the combined structural model, which was based on the invariant model. Value contribution and competence affirmation, pleasure derived from helping, reciprocity and reputation enhancement are relevant motivations of the social exchange theory that may impact customer support and help through knowledge sharing.Research implicationsThe study provides a simplified and more cohesive explanation of customers' motivations for engaging in customer support and helping behaviours during self-service encounters.Practical implicationsService providers seeking guidance on knowledge sharing among customers, which may lead to greater service quality, should benefit from this research.Originality/valueThe findings contribute to greater understanding of social exchanges by customers who provide support and help to other customers during self-service encounters, and that ultimately may affect service quality.

What are the best HRM practices for retaining experts? A longitudinal study in the Canadian information technology sector

2015 ◽  
Vol 36 (3) ◽  
pp. 416-432 ◽  
Author(s):  
Stéphane Renaud ◽  
Lucie Morin ◽  
Jean-Yves Saulquin ◽  
Jocelyne Abraham
Keyword(s):  
Information Technology ◽  
Longitudinal Data ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Positive Impact ◽  
Cross Sectional ◽  
Content Type ◽  
Hrm Practices ◽  
Expert Status ◽  
The Impact

Purpose – The purpose of this paper is to answer the following two questions: What are the HRM practices that have a significant impact on employees’ functional retention?, and Does the impact of these HRM practices on functional retention differ based on the employee’s status as an expert or a non-expert? Our theoretical foundation rests on human capital theory and social exchange theory. Design/methodology/approach – This study uses longitudinal data that come from multiple surveys conducted on new employees within a Canadian subsidiary of an international information technology (IT) firm. Findings – Results show that four out of five HRM practices under study have a significant and positive impact on functional retention of employees regardless of their expert status: satisfaction with a respectful and stimulating work environment, satisfaction with training and development, satisfaction with innovative benefits and satisfaction with incentive compensation significantly increase functional retention of employees. Functional retention was found to be higher for experts than for their non-expert counterparts. Last, results show that expert/non-expert status play a moderating role between HRM practices and functional retention. Originality/value – In short, this study offers five main contributions to the literature: first, it focuses on retention rather than turnover; second, it goes further by examining functional retention as the dependant variable; third, it distinguishes between two categories of employees: experts and non-experts; fourth, it extends the limited literature on IT workers, HRM practices and retention; and fifth, it is based on longitudinal data whereas the overwhelming majority of published studies have been based on cross-sectional data.

The relationship between stress and maturity in knowledge management

2019 ◽  
Vol 27 (5) ◽  
pp. 1504-1521 ◽  
Author(s):  
Fernanda Machado Fonseca Ramalho Marques ◽  
Jefferson Lopes La Falce ◽  
Juliano Martins Ramalho Marques ◽  
Cristiana Fernandes De Muylder
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Structural Equation ◽  
Organizational Stress ◽  
Public Institution ◽  
Equation Modeling ◽  
Cross Sectional ◽  
Content Type ◽  
Key Indicator ◽  
Cross Sectional Design

Purpose This study aims to examine the relationships among organizational stress, disengagement from knowledge sharing and knowledge management maturity in a public institution of higher education in Brazil. Design/methodology/approach Descriptive and quantitative means were used; in particular, a questionnaire developed by Batista (2012), the Instrument for Knowledge Management Assessment in the Brazilian Public Administration, a scale developed by Ford and Staples (2008) to measure the disengagement from knowledge sharing and the Occupational Stress Scale, developed by Paschoal and Tamayo (2004) were used to collect data. A multivariate analysis was performed, including the use of structural equation modeling to relate the constructs to each other. Findings A positive significance was found in the relationships between organizational stress and disengagement from knowledge sharing and between stress and maturity in knowledge management. This finding supports the suggestion of Ford et al. (2015) that health, a key indicator, is directly related to disengagement from knowledge sharing. Research limitations/implications This study adopted a cross-sectional design, so a longitudinal or experimental research may discover other insights. Originality/value These results will be interesting to managers because stress management initiatives can help guide or identify opportunities to improve maturity in knowledge management and knowledge sharing.

Pathways to job engagement: evidences from the software industry

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sumbul Zaman ◽  
Amirul Hasan Ansari
Keyword(s):  
Social Exchange ◽  
Structural Equation ◽  
Social Exchange Theory ◽  
Positive Association ◽  
Cross Sectional Study ◽  
Quality Of Work Life ◽  
Equation Modeling ◽  
Job Engagement ◽  
Cross Sectional ◽  
Content Type

Purpose The purpose of this paper is to broaden the link between workplace flexibility (WF) and job engagement (JE) while considering quality of work life (QWL) as mediator and the use of knowledge sharing (KS) as moderator. While numerous studies have focused solely on the importance of WF, QWL, KS and JE only exclusively, this study integrates them to delineate their association and to empirically assess the relationships. To advance an in-depth knowledge of these aspects, the study goes beyond the conventional findings. Design/methodology/approach In total, 378 employees from software firms in India participated in the questionnaire-based survey. It is a cross-sectional study. The proposed conceptual model and hypothesis were analyzed and tested by structural equation modeling and process macro. Drawing on the person environment (P-E) fit theory and social exchange theory, the authors discuss how QWL mediates and KS moderates the association between WF and JE. Findings Results indicate a positive association between WF and JE. Furthermore, it was found that QWL mediated and KS moderated this association. Practical implications Findings of the study will help the management to comprehend the significance QWL interventions in increasing their JE. This paper may encourage HR managers in the Information Technology (IT) industry to perceive the importance of KS. Moreover, the study accentuates flexible work options as essential phenomenon to positively impinge on the JE of employees in the IT sector. Originality/value The present study tries to enrich the extant research on WF and JE while it demonstrates the use of QWL interventions and KS as vital constructs that may significantly and positively influence JE.

Effect of employees’ work engagement and knowledge sharing as mediators of empowering leadership and innovative work behaviour

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Khahan Na-Nan ◽  
Apiwat Arunyaphum
Keyword(s):  
Knowledge Sharing ◽  
Work Engagement ◽  
Design Methodology ◽  
Empowering Leadership ◽  
Cross Sectional ◽  
Content Type ◽  
Innovative Work ◽  
Innovative Work Behaviour ◽  
Cross Sectional Design ◽  
Practical Implications

Purpose The purpose of this paper is to explore the influences of work engagement and knowledge sharing as mediators of empowering leadership and innovative work behaviour. Design/methodology/approach A cross-sectional design study was used, and questionnaires were submitted to 385 engineers to test the proposed relationships. AMOS 21 and PROCESS macro 3.1 were used for statistical analysis. Findings The results revealed that work engagement and knowledge sharing were partially mediated by empowering leadership and innovative work behaviour. Practical implications The results of the study can be used by leaders for promoting and supporting innovative work behaviour in the organisation. Moreover, employees should be supported and enhanced to learn continuously under the consultation of the leaders. Originality/value The findings contribute to the literature on empowering leadership and innovative work behaviour by highlighting that work engagement and knowledge sharing act as mediators to empower leadership and enhance innovative work behaviour.

Empowering group leaders encourages knowledge sharing: integrating the social exchange theory and positive organizational behavior perspective

2017 ◽  
Vol 21 (2) ◽  
pp. 474-491 ◽  
Author(s):  
Wei-Li Wu ◽  
Yi-Chih Lee
Keyword(s):  
Organizational Behavior ◽  
Knowledge Sharing ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Psychological Capital ◽  
Work Group ◽  
Group Leaders ◽  
Empowering Leadership ◽  
Content Type ◽  
Positive Leadership

Purpose Knowledge sharing usually happens in a work group context, but it is rarely know how group leaders influence their members’ knowledge-sharing performance. Based on social exchange theory (SET) and the perspective of positive organizational behavior (POB), this study aims to argue that a group leader’s positive leadership (e.g. empowering leadership) can help group members develop positive psychological capital which can increase their knowledge sharing. Design/methodology/approach The authors conduct a multilevel analysis to explore the interrelationship among empowering leadership, psychological capital and knowledge sharing. The sample includes 64 work groups consisting of 537 group members, and empirical testing is carried out by hierarchical linear modeling. Findings The results show that empowering leadership in a work group has a direct cross-level impact on members’ knowledge sharing and that psychological capital partially mediates the relationship between empowering leadership and knowledge sharing. As a result, this study shows that group leaders with positive leadership can help their members develop better positive psychological resources, which should lead to better knowledge sharing. Originality/value Based on the multilevel perspective and SET, this is the first study to explore how group leaders’ empowering leadership influences members’knowledge sharing. Depending on integrating the POB perspective into SET, this study is also the first one that connects two emerging and important research issues – POB and knowledge sharing.

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