The Role of Power Motivation in Creativity: A Moderated Mediation Model

2015 ◽  
Vol 43 (4) ◽  
pp. 613-628 ◽  
Author(s):  
Jie Zhang ◽  
Yun Fan ◽  
Xu Zhang
Keyword(s):  
Supervisor Support ◽  
Moderated Mediation ◽  
Mediation Model ◽  
Creative Performance ◽  
Power Motivation ◽  
Moderated Mediation Model ◽  
Member Exchange ◽  
Indirect Relationship

We hypothesized that power motivation would influence employees' creative performance. Drawing on a relational perspective, we conceptualized a moderated mediation model in which power motivation enhanced individual creativity through improving the quality of leader–member exchange (LMX). We further hypothesized that supervisor support for creativity would moderate the indirect effect of power motivation on creativity through LMX. In a sample of 410 Chinese employees in 6 state-owned companies, we found that power motivation was positively related to creativity, and that this relationship was mediated by LMX. Moreover, the results suggested that the indirect relationship between power motivation and creativity via LMX was stronger when supervisor support for creativity was high than when it was low.

Linking team-member exchange differentiation to team creativity

2020 ◽  
Vol 41 (2) ◽  
pp. 208-219
Author(s):  
Chao Chen ◽  
Xinmei Liu
Keyword(s):  
Negative Relationship ◽  
Moderated Mediation ◽  
Mediation Model ◽  
Team Creativity ◽  
Content Type ◽  
Mediating Role ◽  
Moderated Mediation Model ◽  
Team Member Exchange ◽  
Member Exchange

PurposeThe purpose of this paper is to examine the effect of team-member exchange (TMX) differentiation on team creativity by developing a moderated mediation model. The model focuses on the mediating role of team proactivity in linking TMX differentiation with team creativity and the moderating role of leader-member exchange (LMX) median in influencing the mediation.Design/methodology/approachA time-lagged field survey data from 331 employees and 68 team leaders in more than ten high-technology firms from Northern China was used to test the model.FindingsResults indicated that the negative relationship between TMX differentiation and team creativity was mediated by team proactivity. Moderated mediation analyses further revealed that team proactivity mediated the relationship between TMX differentiation and team creativity for only those teams with a low-LMX median.Originality/valueThe empirical study provides preliminary evidence of the mediating role of team proactivity in the negative relationship between TMX differentiation and team creativity. The moderated mediation model also extends the existing finding by showing that LMX quality can moderate the indirect impact of TMX differentiation on team creativity (via team proactivity).

Leader-member exchange differentiation and team creativity

2015 ◽  
Vol 36 (7) ◽  
pp. 798-815 ◽  
Author(s):  
Hongdan Zhao
Keyword(s):  
Moderated Mediation ◽  
Relationship Conflict ◽  
Mediation Model ◽  
Team Creativity ◽  
Content Type ◽  
Mediating Role ◽  
Moderated Mediation Model ◽  
Member Exchange ◽  
The Relationship

Purpose – The purpose of this paper is to examine the effect of leader-member exchange (LMX) differentiation on team creativity by developing a moderated mediation model. The model focuses on the mediating role of relationship conflict in linking LMX differentiation with team creativity and the moderating role of team-member exchange (TMX) median in influencing the mediation. Design/methodology/approach – The authors tested the model with a time-lagged field survey data from 358 employees and 98 supervisors belonging to 98 teams in a large diversified company with more than 15,000 employees, based in Shanghai, Southeastern China. In the first stage (T1), employees assessed LMX, TMX, relationship conflict, and control variables. In the second stage (T2), the leaders were asked to report team creativity. Findings – Results indicated that the relationship between LMX differentiation and team creativity was mediated by relationship conflict. Moderated mediation analyses further revealed that relationship conflict mediated the relationship between LMX differentiation and team creativity for only those teams with low-TMX median. Research limitations/implications – Testing the moderated mediation model helps to advance our theoretical understanding of the intervening processes that underlie the effect of LMX differentiation on team creativity. The findings may also help Chinese managers to inform the importance of helping subordinates better adapt to LMX differentiation, reducing relationship conflict, and constructing high-quality TMX relationships within groups, in order to promote team creativity. Originality/value – This empirical study provides preliminary evidence of the mediating role of relationship conflict in the negative relationship between LMX differentiation and team creativity. The moderated mediation model also extends the existing finding by showing that not only the quality of social exchange relationships with a supervisor (i.e. LMX) but also with team members (i.e. TMX), can moderate the impact of LMX differentiation on team outcomes.

Relative leader-member exchange and employee voice

2014 ◽  
Vol 8 (1) ◽  
pp. 27-40 ◽  
Author(s):  
Hongdan Zhao
Keyword(s):  
Affective Commitment ◽  
Moderated Mediation ◽  
Employee Voice ◽  
Leader Member Exchange ◽  
Mediation Model ◽  
Content Type ◽  
Mediating Role ◽  
Moderated Mediation Model ◽  
Member Exchange

Purpose – This study aims to examine the effect of relative leader-member exchange (RLMX) on employee voice by developing a moderated mediation model. The model focuses on the mediating role of affective commitment underpinning the relationship between RLMX and employee voice, and the moderating role of Chinese traditionality in influencing the mediation. Design/methodology/approach – We tested the model with data from 358 supervisor-subordinate dyads in a large Chinese company. Employees and their immediate supervisors provided data on separate questionnaires and on different occasions. And then, we used an identification number to match each employee questionnaire with the response of his/her immediate supervisor. Findings – Results indicated that affective commitment fully mediated the positive relationship between RLMX and employee voice, even after controlling for personal leader-member exchange (LMX) quality. We also found that Chinese traditionality moderated the mediated relationship between RLMX and employee voice via affective commitment, such that the mediation was stronger for people lower, rather than higher, in Chinese traditionality. Research limitations/implications – Testing the moderated mediation model helps to advance our theoretical understanding of the psychological mechanisms that underlie the effect of RLMX on employees’ behaviour. Originality/value – This empirical study provides preliminary evidence of the mediating role of affective commitment in the positive relationship between RLMX and employee voice. Our moderated mediation model also extends the existing finding by adding substantive moderators (Chinese traditionality) to explain how the effect of RLMX on employees’ behaviours unfolds.

Leader moral disengagement and follower knowledge hiding. A moderated mediation model of follower Machiavellianism and trust in the leader

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Hakan Erkutlu ◽  
Jamel Chafra
Keyword(s):  
Cultural Context ◽  
Moral Disengagement ◽  
Moderated Mediation ◽  
Mediation Model ◽  
Content Type ◽  
Moderated Mediation Model ◽  
Indirect Relationship ◽  
Knowledge Hiding ◽  
The Relationship

PurposeThis study aims to build a moderated mediation model to investigate the roles that trust in the leader and follower Machiavellianism can play in the relationship between moral disengagement of the leader and hiding of knowledge of the followers.Design/methodology/approachData were gathered from eight universities in Turkey using a set of 72 matched leader (dean)–follower (faculty member) questionnaires. The hypotheses were tested with multiple regression, moderated regression and bootstrapping analyses.FindingsThe findings reveal that leader moral disengagement positively influences follower knowledge hiding, while trust in the leader mediates this influence and follower Machiavellianism not only moderates the relationship between leader moral disengagement and trust in the leader but also reduces the indirect relationship between leader moral disengagement and follower knowledge hiding through trust in the leader.Research limitations/implicationsEven though measurements of research variables were collected from different sources and with time separation, common method bias might have existed. Also, this research is carried out in a single cultural context posing the issue of the generalizability of our findings to other cultural contexts.Originality/valueThe main contribution of this study is to construct and investigate a conceptual model that focuses on the possible effect of moral disengagement of the leader on knowledge hiding by the followers. Also, by supporting the mediating role of trust in the leader, this research reveals that followers of leaders with high moral disengagement are more prone to indulge in the hiding of knowledge. Moreover, the moderating role of follower Machiavellianism, found in this study, provides an additional understanding that followers may vary in the degree to which they are sensitive to the leader's influence.

The effect of treatment and coping on the quality of life in breast cancer patients: a moderated mediation model

2021 ◽  
Author(s):  
Lorena Gutiérrez-Hermoso ◽  
Lilian Velasco-Furlong ◽  
Sofía Sánchez-Román ◽  
Elisabeth Berzal-Pérez ◽  
Natasha Alcocer-Castillejos ◽  
...  
Keyword(s):  
Breast Cancer ◽  
Quality Of Life ◽  
Cancer Patients ◽  
Moderated Mediation ◽  
Mediation Model ◽  
Breast Cancer Patients ◽  
Moderated Mediation Model ◽  
Effect Of Treatment ◽  
And Coping

scholarly journals Bullying, Supervisor Support, Relaxation, and Personal and Work Outcomes: Testing a Moderated Mediation Model

2021 ◽  
Author(s):  
Nicolas Gillet ◽  
Claude Fernet ◽  
Philippe Colombat ◽  
Pierre Cheyroux ◽  
Evelyne Fouquereau
Keyword(s):  
Supervisor Support ◽  
Moderated Mediation ◽  
Work Outcomes ◽  
Mediation Model ◽  
Moderated Mediation Model
Sign in / Sign up

Export Citation Format

Share Document