Positive Team Atmosphere Mediates the Impact of Authentic Leadership on Subordinate Creativity

2016 ◽  
Vol 44 (3) ◽  
pp. 355-368 ◽  
Author(s):  
Hao Meng ◽  
Zhi-Chao Cheng ◽  
Tian-Chao Guo
Keyword(s):  
Knowledge Sharing ◽  
Authentic Leadership ◽  
Psychological Safety ◽  
Team Leaders ◽  
Creative Performance ◽  
Employee Creativity ◽  
Team Members ◽  
The Impact ◽  
Team Trust

We analyzed how authentic leadership (AL) predicts subordinate creativity, taking into account the possible mediator of positive team atmosphere. Participants were 69 team leaders and 335 team members working in enterprises in China. Subordinates reported their perception of there being an atmosphere of team trust and psychological safety at work, in addition to the AL of their supervisors, whereas supervisors rated employee creativity. The main findings were as follows: (a) AL positively predicted employee creativity through the mediators of both atmosphere of team trust and psychological safety; and (b) atmosphere of team trust and psychological safety positively affected teams' knowledge sharing and, in turn, creativity. Our results enrich understanding of the processes through which AL improves subordinates' creativity. By promoting AL and a team atmosphere of trust and psychological safety, organizations may enhance employees' creative performance.

Authentic leadership, knowledge sharing, and employees’ creativity

2019 ◽  
Vol 43 (6) ◽  
pp. 669-690 ◽  
Author(s):  
Ali Zeb ◽  
Nor Hazana Abdullah ◽  
Altaf Hussain ◽  
Adnan Safi
Keyword(s):  
Knowledge Sharing ◽  
Structural Equation ◽  
Authentic Leadership ◽  
Psychological Safety ◽  
The Body ◽  
Content Type ◽  
Team Members ◽  
Practical Applications ◽  
Team Environment

Purpose This paper aims to analyze the influence of authentic leadership on knowledge sharing and employee’s creativity through the mediating role of team environment of psychological safety and trust. Design/methodology/approach The participants in this study were 60 team leaders and 300 team members’ working in different Overseas Employment Promoters Agencies (OEPA) at Islamabad region, Pakistan. In addition to the authentic leadership of their supervisors, employees reported their perception of being psychologically safe and in the environment of team trust at work, whereas supervisors rated employee’s creativity at work areas. Confirmatory factor analysis (CFA) was carried out using structural equation modelling (SEM) for validation of results among the variables. Findings The major findings of the study were (a) authentic leadership positively predicted knowledge sharing and employees’ creativity through the mediator’s role of team environment (psychological safety and team environment of trust), and (b) team environment of psychological safety and team environment of trust affected both the knowledge sharing and employee’s creativity. Practical implications Authentic leadership has to be synergized with environment of psychological safety and team environment of trust, to enhance employees’ creativity. The results of the study delineated practical applications for both the researchers and policymakers. The results of this study would also augment the body of knowledge on human resource practices in both developed and developing countries. Originality/value This is one of the first studies to empirically examine the influence of authentic leadership on knowledge sharing and employee’s creativity through the mediator role of team environment of psychological safety and trust in OEPA in Pakistan.

scholarly journals Authentic Leadership and Employees’ Work-related Quality of Life: A Study of IT Organizations in India

2017 ◽  
Vol 12 (4) ◽  
pp. 222
Author(s):  
Nidhi Yadav ◽  
Shikha Dixit
Keyword(s):  
Quality Of Life ◽  
Authentic Leadership ◽  
Well Being ◽  
Team Leaders ◽  
Team Members ◽  
Work Related ◽  
Related Quality ◽  
It Organizations ◽  
The Impact

This article intends to explore the impact of authentic leadership on employees’ work-related quality of life. Previous studies have demonstrated that well-being of employees is an important aspect that needs to be focused upon by the organizations. It has also been documented that employee well-being at workplace is one of the positive outcomes associated with authentic leadership. However, there is a need for further empirical investigation to corroborate these findings. Therefore, an attempt has been made to assess the relationship between authentic leadership and employees’ work-related quality of life (WRQoL) which comprises of six dimensions encompassing well-being of employees not just in professional realm but also in personal life. This study has been conducted on team leaders and their team members in several IT organizations located in Delhi-NCR. The total sample for this study includes 45 team leaders and 122 team members. Multi-level analysis of data has been done using Hierarchical Linear Modeling (HLM). Findings indicate that authentic leadership has a significant positive influence on all the dimensions of WRQoL of the employees. Implications of this study have also been discussed.

scholarly journals The Relationship between Team Hometown Diversity and Team Creativity: From the Chinese Perspective

2018 ◽  
Vol 10 (10) ◽  
pp. 3458
Author(s):  
Jingli Li ◽  
Min Zhao ◽  
Guanjun Xia ◽  
Chao Liu
Keyword(s):  
Information Exchange ◽  
Mediation Effect ◽  
Team Leaders ◽  
Team Creativity ◽  
Team Members ◽  
Chinese Perspective ◽  
New Perspective ◽  
The Impact ◽  
The Relationship

Since no specialized work has researched the relationship between team members’ hometown diversity (team hometown diversity) and team creativity, we investigated their underlying relationship by conducting a two-wave survey from 304 employees in 54 teams and 54 team leaders from 17 companies. The results proved that team hometown diversity was negatively related to both team information exchange and team creativity, while team information exchange was significantly positively associated with team creativity and the mediation effect of team information exchange between team hometown diversity and team creativity was verified. The moderation role of team identification in the relationship between team hometown diversity and team information exchange as well as the moderation function of team conformity on the relationship between team information exchange and team creativity were both verified. This work made at least four contributions. Firstly, it was among the first to research the impact of team hometown diversity on team creativity, which supplemented the gap and provided a new perspective for exploration of team creativity in future. Secondly, we adopted a two-wave design to check the dynamic impact of earlier team information exchange and team conformity on team creativity afterwards, which can be replicated for future studies. Thirdly, by using supervisor and subordinate ratings together and conducting electronic and paper surveys together, the results were more persuasive. Finally, we included a large dataset from a broad range of companies, which maximized the variables and generated our results. The implications and limitations were also illustrated.

scholarly journals Team Leaders Matter in Knowledge Sharing: A Cross-Level Analysis of the Interplay between Leaders’ and Members’ Goal Orientations in the Chinese Context

2018 ◽  
Vol 14 (4) ◽  
pp. 715-745 ◽  
Author(s):  
Jiamin Zhang ◽  
Yi Wang ◽  
Marina Yue Zhang
Keyword(s):  
Knowledge Sharing ◽  
Goal Orientation ◽  
Goal Orientations ◽  
Team Leaders ◽  
Team Members ◽  
Learning Goal ◽  
Learning Goal Orientation ◽  
Approach Orientation ◽  
And Performance ◽  
The Relationship

ABSTRACTThis article investigates the impact of cross-level interplay between team members’ and their leaders’ goal orientations (learning, performance approach, and performance avoidance) on knowledge sharing using samples from design teams in two companies in China. Our results show that team leaders’ learning goal orientation plays a critical moderating role. Specifically, team leaders’ learning goal orientation strengthens the positive relationship between team members’ learning orientation and knowledge sharing; positively moderates the relationship between team members’ performance approach orientation and knowledge sharing; and weakens the negative relationship between team members’ performance avoidance orientation and knowledge sharing. Team leaders’ performance approach orientation demonstrates a positive moderating effect when there is congruence between the performance approach orientation of leaders and members. Finally, team leaders’ performance avoidance orientation negatively moderates the relationship between team members’ learning and performance approach orientation on knowledge sharing. This research enhances our understanding of the conditions under which knowledge sharing occurs among team members, using the lens of Trait Activation Theory.

Knowledge management, workplace climate, creativity and performance

2018 ◽  
Vol 30 (8) ◽  
pp. 592-612 ◽  
Author(s):  
Amro Alzghoul ◽  
Hamzah Elrehail ◽  
Okechukwu Lawrence Emeagwali ◽  
Mohammad K. AlShboul
Keyword(s):  
Job Performance ◽  
Knowledge Sharing ◽  
Authentic Leadership ◽  
Equation Modeling ◽  
Workplace Climate ◽  
Content Type ◽  
And Performance ◽  
The Impact ◽  
The Relationship

Purpose This study aims at providing empirical evidence pertaining to the interaction among authentic leadership, workplace harmony, worker's creativity and performance in the context of telecommunication sector. These research streams remain important issues and of interest as the world continues to migrate toward a knowledge-based economy. Design/methodology/approach Applying structural equation modeling, this study diagnosed the impact of Authentic leadership (AL) on employees (n = 345) in two Jordanian telecommunication firms, specifically, how it shapes workplace climate, creativity and job performance. The study also tests the moderating role of knowledge sharing in the model, as well as the mediating role of workplace climate on the relationship between AL and positive organizational outcomes. Findings The empirical result suggests that AL positively influences workplace climate, creativity and job performance; workplace climate positively influences creativity and job performance; workplace climate mediates the relationship between AL and creativity, and job performance; and knowledge sharing behavior moderates the relationship between AL and workplace climate. Originality/value This study highlights the magnificent power of AL and knowledge sharing, not only in shaping the workplace atmosphere but also in delineating how these variables stimulate creativity and performance among employees. The implications for research and practice are discussed.

The Impact of External Factors on Virtual Teams

Virtual Teams ◽  
2011 ◽  
pp. 70-90 ◽  
Author(s):  
Andrea Hornett
Keyword(s):  
Virtual Teams ◽  
Virtual Work ◽  
Virtual Team ◽  
External Factors ◽  
Work Environments ◽  
Project Teams ◽  
Team Leaders ◽  
Team Members ◽  
Dynamic Forces ◽  
The Impact

Practitioners and researchers need to pay attention to how corporate organizing structures are impacting and are impacted by virtual work environments. Virtual teams are powerful organizing mechanisms, but they are not without limitations. This chapter reports on two cases in which dynamics outside the virtual project teams powerfully affected the teams. These cases, both based on studies of real project teams operating inside corporations, highlight the desirability of understanding virtual teams in context. While external factors are not unique to teamwork, their role has not been explored in depth in research on virtual teams. Dynamic forces outside teams seem more difficult to anticipate and to identify when team members are working virtually, and these powerful but invisible dynamics can be frustrating to virtual team leaders and members. Concluded in this chapter is that contrary to initial expectations, virtual teams are not replacing traditional forms of organizing. They are coexisting with traditional forms and dynamics, such as business drivers, hierarchies, departments, strategic priorities, and business needs. This coexistence can be fraught with conflict.

Social capital, knowledge sharing, work meaningfulness and creativity: evidence from the Pakistani pharmaceutical industry

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sabeen Hussain Bhatti ◽  
Dmitriy Vorobyev ◽  
Ramsha Zakariya ◽  
Michael Christofi
Keyword(s):  
Social Capital ◽  
Pharmaceutical Industry ◽  
Knowledge Sharing ◽  
Equation Modeling ◽  
Employee Creativity ◽  
Content Type ◽  
Organizational Social Capital ◽  
Work Meaningfulness ◽  
The Impact

PurposeAs an integral part of intellectual capital (IC), social capital (SC) has been studied as an asset crucial to social relationships among individuals and groups of individuals, which in turn have a significant impact on organizational performance outcomes. This study investigates the impact of organizational social capital (OSC) on employee creativity through the mediation role of knowledge sharing (KS) and moderation of work meaningfulness (WM).Design/methodology/approachThe authors base the analysis on employee-level data gathered via a cross-sectional survey designed for this study. The authors surveyed 217 employees of the pharmaceutical industry in Pakistan. The authors run a confirmatory factor analysis (CFA) and use structural equation modeling (SEM) and Hayes method to test the hypotheses.FindingsThe authors find that OSC positively affects employees’ willingness to share their knowledge with colleagues, which in turn has a positive effect on employee creativity (EC). The results also show that the relationship between social capital and knowledge sharing is moderated by work meaningfulness.Research limitations/implicationsThis study contributes to the IC in general and the SC literature in particular, by providing empirical evidence that shows how creativity could be a focal and pivotal performance outcome of organizational social capital through the moderated mediation roles of work meaningfulness and knowledge sharing.Originality/valueThe authors adopt the concept of SC from the organizational level to the individual level, examining how an individual's perception of organizational capital influences his or her creative behavior and exploring the role of KS and job meaningfulness (JM) in this relationship.

scholarly journals How authentic leadership promotes individual knowledge sharing: viewing from the lens of COR theory

2019 ◽  
Vol 14 (4) ◽  
pp. 386-401
Author(s):  
Huy Phuong Tran
Keyword(s):  
Knowledge Sharing ◽  
Psychological Contract ◽  
Structural Equation ◽  
Quantitative Research ◽  
Authentic Leadership ◽  
Self Esteem ◽  
Resource Theory ◽  
Knowledge Based Economy ◽  
Individual Knowledge ◽  
The Impact

Abstract Fostering knowledge sharing has been one of the most vital tasks for organizations in the knowledge based economy. Thus, investigating the antecedents of knowledge sharing behavior is of great interest to both academics and practitioners. The impact of leadership on knowledge sharing has been reported in the literature. However, the direct and indirect impacts of authentic leadership on knowledge sharing is under-researched. Furthermore, because knowledge is an individual resource, knowledge sharing can be investigated in the light of the conservation of resource theory. This study applies conservation of resource theory to examine the influence of authentic leadership on knowledge sharing with relational psychological contract and organizational based self-esteem as mediators. Data collected from survey using questionnaire were used to test the hypotheses in a quantitative research design. Structural equation modelling (SEM) techniques are applied for data analysis. The results showed that authentic leadership positively and significantly influence individual knowledge sharing. Furthermore, relational psychological contract and organizational based self-esteem have been found to mediate the above relationship. Discussion of research findings, theoretical and practical implications are also detailed. Finally, the study outlines limitations of research and provides directions for further knowledge sharing studies.

scholarly journals The Possibility of Water-Cooler Chat? Developing Communities of Practice for Knowledge Sharing within Global Virtual Teams

2011 ◽  
pp. 81-98
Author(s):  
Norhayati Zakaria
Keyword(s):  
Communities Of Practice ◽  
Knowledge Sharing ◽  
Virtual Teams ◽  
Social Relationships ◽  
Cultural Dimensions ◽  
Weak Ties ◽  
Global Virtual Teams ◽  
Team Members ◽  
Developing Communities ◽  
The Impact

This chapter looks at a key concept called communities of practice that helps to facilitate organizational learning through increased knowledge sharing within global virtual teams. By using Granovetter’s (1974) weak ties theory, I suggest that casual acquaintances, known as weak ties have significant implications for social relationships and context, both of which can benefit virtual organizational team members. Furthermore, based on Hofstede’s (1980) cultural dimensions, I also argue that cultural factors can impact one’s willingness to share knowledge. Thus, there are three questions that guide this chapter: (1) How do social relationships and context among global virtual teams affect the development of communities of practice? (2) How does culture affect the knowledge of sharing activities? (3) What is the impact of ICTs on knowledge sharing and the emergence of communities of practice?

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