The Effect of Coaching Leadership on Team Creativity: Focused on the Multiple Mediation Effects of Feedback Acceptance and Creative Self－efficacy

The starting point of organizational innovation is employees’ creative thinking and innovation behaviors at work. In addition to personality and innovation willingness, innovation behavior depends on the level of support available in an organizational environment. The data used in this study were collected from 74 R&D teams (418 employee participants) in technology companies in Taiwan, and a multi-level analysis was conducted to investigate the relationships among job stressors, creative self-efficacy, and employees’ sustained innovation behavior, as well as the role of the organizational innovation climate between creative self-efficacy and employees’ innovation behavior. The research findings revealed significant positive relationships between challenge stressors and employees’ sustained innovation behavior, as well as significant negative relationships between hindrance stressors and employees’ sustained innovation behavior, mediation effects of creative self-efficacy on job stressors and employees’ sustained innovation behavior, and moderation effects of the organizational innovation climate on employees’ creative self-efficacy and sustained innovation behavior. An enterprise could place some working-related stress on employees and create a rich internal innovative climate to induce innovation behavior in its members.

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Do award-winning experiences benefit students' creative self-efficacy and creativity? The moderated mediation effects of perceived school support for creativity

Learning and Individual Differences ◽

10.1016/j.lindif.2016.09.011 ◽

2016 ◽

Vol 51 ◽

pp. 291-298 ◽

Cited By ~ 13

Author(s):

Shu-Hsuan Chang ◽

Chih-Lien Wang ◽

Jing-Chuan Lee

Keyword(s):

Self Efficacy ◽

Moderated Mediation ◽

School Support ◽

Mediation Effects ◽

Award Winning ◽

Creative Self ◽

Perceived School Support

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The impact of authentic leadership on individual and team creativity: a multilevel perspective

Leadership & Organization Development Journal ◽

10.1108/lodj-12-2019-0519 ◽

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Shen Lei ◽

Cuijuan Qin ◽

Muhammad Ali ◽

Susan Freeman ◽

Zheng Shi-Jie

Keyword(s):

Self Efficacy ◽

Authentic Leadership ◽

Yangtze River Delta ◽

Creative Industry ◽

Team Creativity ◽

Content Type ◽

Individual Level ◽

The Individual ◽

Creative Self ◽

The Impact

PurposeThe purpose of this study is to develop and test a multilevel conceptual model which explains how authentic leadership (AL), through an innovative team atmosphere and promotion of self-efficacy, influences creativity. The study delineates two pathways from AL to creativity. The first pathway is an indirect effect through an innovative atmosphere at the team level and self-efficacy at the individual level, while the second pathway focuses on the moderating effect of AL between self-efficacy and individual creativity.Design/methodology/approachData were collected from 58 team leaders and 283 employees in a creative industry park in the Yangtze River Delta region from China. Path analysis was conducted to test the proposed hypotheses using the statistical package M-plus (v. 7).FindingsThe results reveal that AL is an important antecedent of creativity. Furthermore, an innovation-based atmosphere at the team level mediates the theorized relationship between AL and individual creativity. However, creative self-efficacy at the individual level does not mediate this relationship. Finally, the study found that AL moderates the relationship between creative self-efficacy and individual creativity.Originality/valueThe implications of this study highlight important considerations for enterprises in creative industry parks within and beyond China. This study provides industry leaders with a clearer and more insightful and coherent means of understanding the mediating mechanism between AL and creativity, and the moderating effects of AL between individual self-efficacy and creativity through a new linkage model.

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Team creativity: Creative self-efficacy, creative collective efficacy and their determinants

Recherche et Applications en Marketing (English Edition) ◽

10.1177/2051570716650164 ◽

2016 ◽

Vol 31 (3) ◽

pp. 6-25 ◽

Cited By ~ 4

Author(s):

Maud Dampérat ◽

Florence Jeannot ◽

Eline Jongmans ◽

Alain Jolibert

Keyword(s):

Collective Efficacy ◽

Self Efficacy ◽

Team Creativity ◽

Creative Self

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Effects of Employee Well-Being and Self-Efficacy on the Relationship between Coaching Leadership and Knowledge Sharing Intention: A Study of UK and US Employees

International Journal of Environmental Research and Public Health ◽

10.3390/ijerph182010638 ◽

2021 ◽

Vol 18 (20) ◽

pp. 10638

Author(s):

Wenxian Wang ◽

Seung-Wan Kang ◽

Suk Bong Choi

Keyword(s):

Boundary Condition ◽

Knowledge Sharing ◽

Self Efficacy ◽

Market Competition ◽

Well Being ◽

Conservation Of Resources ◽

Full Time ◽

Mediation Effects ◽

Coaching Leadership ◽

The Relationship

Knowledge acquisition practices are important to enterprises, particularly since market competition is intensifying. In recent years, organizations have begun to pay more attention to knowledge sharing practices. Many organizations are looking for methods to motivate their employees to actively share knowledge with other employees. This study uses the conservation of resources theory to examine coaching leadership as an antecedent—and employee well-being as a mediator—in facilitating knowledge sharing intention; it finds that self-efficacy is the boundary condition in these relations. We collected data in two waves and recruited participants online—full-time employees in the UK and US. Using a sample of 322 employees, we conducted a confirmatory factor analysis to test the validity of the results and used hierarchical multiple regression to examine the direct and interaction effects. Then, we used the bootstrapping method to test the indirect and moderated mediation effects. Our results show that coaching leadership is positively related to knowledge sharing intention, and employee well-being mediates the relationship. Moreover, self-efficacy positively moderates the direct and indirect effects. Our findings demonstrate that employee well-being is a mediating mechanism in the relationship between coaching leadership and knowledge sharing intention, with self-efficacy acting as a boundary condition.

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The Effects of Coaching Leadership on the Innovative Behavior of Organizational Members: The Multi-Mediated Effects of Positive Feedback and Creative Self-Efficacy

Journal of Korean Coaching Research ◽

10.20325/kca.2020.13.2.5 ◽

2020 ◽

Vol 13 (2) ◽

pp. 5-30

Author(s):

Soon-geum Seo ◽

◽

Ji-hye Lee ◽

Sang-jin Oh

Keyword(s):

Positive Feedback ◽

Self Efficacy ◽

Innovative Behavior ◽

Mediated Effects ◽

Coaching Leadership ◽

Creative Self

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A multi-level study of servant leadership on creativity

Leadership & Organization Development Journal ◽

10.1108/lodj-10-2015-0229 ◽

2017 ◽

Vol 38 (5) ◽

pp. 610-629 ◽

Cited By ~ 30

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.

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The Cognitive Underpinnings of Creativity in Teams

The Oxford Handbook of Group Creativity and Innovation ◽

10.1093/oxfordhb/9780190648077.013.2 ◽

2019 ◽

pp. 9-32

Author(s):

Simon Taggar

Keyword(s):

Collective Efficacy ◽

Self Efficacy ◽

Efficacy Beliefs ◽

Creative Performance ◽

Team Creativity ◽

Team Player ◽

Low Performance ◽

The Individual ◽

Creative Self ◽

Creative Tasks

This chapter examines how individual creativity and teamwork impact team creativity in part through self-efficacy mechanisms. At the team level, it examines the role played by creative collective-efficacy and teamwork collective-efficacy mechanisms in a team’s creative performance. It concludes that the individual differences leading to fit with the creative task may differ from those leading to fit with teamwork. That is, individuals may prefer creative tasks due to relatively high creative self-efficacy and relatively good performance on creative tasks but may not want to work in teams because of low teamwork self-efficacy and low performance as a team player. However, while traits are stable, efficacy beliefs can be positively influenced by managers. Therefore, interventions aimed at building efficacy beliefs are useful when organizations cannot select individuals solely according to a set of desirable stable trait characteristics.

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