The moderating role of knowledge sharing and mediating role of employee creative self-efficacy on the association of empowering leadership and employee creativity

2021 ◽  
Vol 14 (6) ◽  
pp. 660
Author(s):  
Muhammad Arshad ◽  
Chan Kun Yu ◽  
Aneela Qadir ◽  
Waqar Ahmad ◽  
Changwen Xie
Keyword(s):  
Knowledge Sharing ◽  
Self Efficacy ◽  
Employee Creativity ◽  
Empowering Leadership ◽  
Mediating Role ◽  
Creative Self ◽  
Moderating Role

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.

scholarly journals IMPACT OF ETHICAL LEADERSHIP ON EMPLOYEE CREATIVITY: MEDIATING ROLE OF TRUST AND MODERATING ROLE OF CREATIVE SELF EFFICACY

2016 ◽  
Vol 4 (2) ◽  
pp. 65-74
Author(s):  
Sijal Mehmood ◽  
Keyword(s):  
Ethical Leadership ◽  
Self Efficacy ◽  
Employee Creativity ◽  
Mediating Role ◽  
Trust In Leadership ◽  
Private Sector Organizations ◽  
Creative Self ◽  
The Impact ◽  
The Relationship

The current study evaluated the impact of ethical leadership on employee creativity, with the mediating role of trust in leadership, while taking creative self efficacy as the moderator between trust and creativity. The data were collected from the 126 employees working in private sector organizations from Rawalpindi Islamabad region. The findings of the study indicated that ethical leadership is positively and significantly associated with the employee creativity as well as trust; whereas, trust in leadership partially mediates the relationship between the two. Similarly, the results confirmed that creative self-efficacy positively moderates the relationship between trust in leadership and employee creativity. Study implications and recommendations are also discussed.

Impact of leader creativity expectations on employee creativity: assessing the mediating and moderating role of creative self-efficacy

2018 ◽  
Vol 11 (2) ◽  
pp. 171
Author(s):  
Muhammad Asif Qureshi ◽  
Muhammad Shahnawaz Adil ◽  
Muhammad Nadeem Khan ◽  
Imran Khan
Keyword(s):  
Self Efficacy ◽  
Employee Creativity ◽  
Creative Self ◽  
Moderating Role

Idiosyncratic deals and employee creativity: The mediating role of creative self-efficacy

2018 ◽  
Vol 57 (6) ◽  
pp. 1443-1453 ◽  
Author(s):  
Shuhong Wang ◽  
Yi Liu ◽  
Christina E. Shalley
Keyword(s):  
Self Efficacy ◽  
Employee Creativity ◽  
Idiosyncratic Deals ◽  
Mediating Role ◽  
Creative Self

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.

Impact of leader creativity expectations on employee creativity: assessing the mediating and moderating role of creative self-efficacy

2018 ◽  
Vol 11 (2) ◽  
pp. 171 ◽  
Author(s):  
Muhammad Shahnawaz Adil ◽  
Muhammad Nadeem Khan ◽  
Imran Khan ◽  
Muhammad Asif Qureshi
Keyword(s):  
Self Efficacy ◽  
Employee Creativity ◽  
Creative Self ◽  
Moderating Role
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