The Moderated Mediating Effect of Creative Self-Efficacy in the Relationship between Empowering Leadership of Supervisor, Job Engagement and Subordinate"s Creative Behavior

2021 ◽  
Vol 24 (3) ◽  
pp. 115-145
Author(s):  
Moo-Kyeong Jeon ◽  
Ji-Hwan Park
Keyword(s):  
Self Efficacy ◽  
Mediating Effect ◽  
Job Engagement ◽  
Empowering Leadership ◽  
Creative Behavior ◽  
Creative Self ◽  
The Relationship

scholarly journals Two-sided Effect of Empowering Leadership on Follower’s Job Stress

2020 ◽  
Vol 33 (4) ◽  
pp. 373-407
Author(s):  
Young Woo Sohn ◽  
Yun Jin Kang
Keyword(s):  
Job Stress ◽  
Organizational Support ◽  
Self Efficacy ◽  
Role Theory ◽  
Mediating Effect ◽  
Future Research ◽  
Empowering Leadership ◽  
Mediation Effects ◽  
Felt Accountability ◽  
The Relationship

In this study, we aimed to investigate the two-sided effect of empowering leadership on follower’s job stress by focusing on the potential for positive and negative effects of empowering leadership. Based on the empowerment theory and the role theory of accountability, we examined the mediating effects of self-efficacy and felt accountability and the moderated mediation effects of perceived organizational support(POS) in the relationship between empowering leadership and job stress. A total of 427 Korean employees participated in this study through an online survey. The results show that empowering leadership has indirect effects on job stress mediated by self-efficacy and felt accountability. Specifically, empowering leadership reduced job stress via increased self-efficacy, while increased job stress via increased felt accountability. Evidence was also found of the moderating role of POS: the positive relation between felt accountability and job stress was stronger for those with a low level of POS than those with a high POS. However, the moderating effect of POS was not found in the relationship between self-efficacy and job stress. In addition, the mediating effect of felt accountability was moderated by POS in the relationship between empowering leadership and follower’s job stress. Based on the results, we discuss several implications, limitations, and recommendations for future research.

How and when overqualification improves innovative work behaviour: the roles of creative self-confidence and psychological safety

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nasib Dar ◽  
Saima Ahmad ◽  
Wali Rahman
Keyword(s):  
Human Capital ◽  
Self Efficacy ◽  
Psychological Safety ◽  
Mediating Effect ◽  
Content Type ◽  
Self Confidence ◽  
Innovative Behaviour ◽  
Perceived Overqualification ◽  
Creative Self ◽  
The Relationship

PurposeThis paper aims to examine the influence of perceived overqualification on innovative behaviour in the workplace. By integrating self-efficacy and human capital theories, this study proposes that perceived overqualification improves innovative behaviour directly and indirectly by boosting employee creative self-confidence. It further investigates the boundary conditions imposed by perceived psychological safety in this process.Design/methodology/approachThe research utilises a quantitative research methodology through a two-wave survey of 335 employees and their 135 leaders. Moderated and mediated regression analyses were used to analyse the research data.FindingsThe results revealed that perceived overqualification promotes innovative behaviour at work directly and indirectly through its positive influence on creative self-confidence. The mediating effect of creative self-confidence in the relationship between perceived overqualification and innovative behaviour is moderated by perceived psychological safety at work, such that the relationship is stronger in a higher perceived psychological safety condition compared to when it is low.Research limitations/implicationsThis study has theoretical and practical implications for personnel management. From a theoretical perspective, it integrates human capital and self-efficacy theories to explain a mechanism through which perceived overqualification will lead to innovative behaviour in the workplace. From a managerial perspective, it mitigates the stigma associated with an overqualified workforce by suggesting that perceived overqualification can be a source of innovation at work.Originality/valueThis is the first study that examines the creative self-confidence-based mechanism in the relationship between perceived overqualification and innovative behaviour at work. It also explores the moderating role of psychological safety in this relationship.

scholarly journals The Influence of Leaders’ Positive and Implicit Followership Theory of University Scientific Research Teams on Individual Creativity: the Mediating Effect of Individual Self-Cognition and the Moderating Effect of Proactive Personality

2020 ◽  
Vol 12 (6) ◽  
pp. 2507
Author(s):  
Lei Wang ◽  
Xinya Liang
Keyword(s):  
Self Efficacy ◽  
Research Team ◽  
Scientific Research ◽  
Role Identity ◽  
Proactive Personality ◽  
Mediating Effect ◽  
Creative Self ◽  
Creative Role ◽  
The University ◽  
The Relationship

Leaders’ positive and implicit followership theory (LPIFT) in a university scientific research team influences innovation in university scientific research. Individual creativity is an important aspect of innovation in university scientific research. However, the influence mechanism of LPIFT of a university scientific research team on individual creativity remains unclear. Based on social cognitive theory and the input–process–output (IPO) theoretical model, we selected a postgraduate supervisor and postgraduates of a university scientific research team as the research objects. We explored the influence between LPIFT of a university scientific research team leader and individual creativity using a questionnaire. A total of 413 valid paired samples were collected from the postgraduate and postgraduate supervisor. We drew the following conclusions: LPIFT of the university scientific research team had a direct positive effect on individual creativity. Individual creative role identity, individual creative self-efficacy, and individual willingness to create knowledge had completely mediating effects on the relationship between LPIFT of the university scientific research team and individual creativity. Proactive personality positively moderated the relationship between LPIFT of the university scientific research team and individual creative role identity, as well as LPIFT of the university scientific research team and individual creative self-efficacy. Proactive personality also positively moderated the mediating effect of individual creative role identity and individual creative self-efficacy. However, the moderating effect of proactive personality between LPIFT of university research teams and individual willingness to create knowledge was not significant. Proactive personality also did not positively moderate the mediating effect of individual willingness to create knowledge.

The mediating effect of job engagement on the relationship between psychological empowerment and social enterprise sustainability

2019 ◽  
Vol 118 (8) ◽  
pp. 347-355
Author(s):  
Hye- RimPark ◽  
Yen-Yoo You
Keyword(s):  
Human Resources ◽  
Social Enterprise ◽  
Psychological Empowerment ◽  
Social Enterprises ◽  
Mediating Effect ◽  
Limited Resources ◽  
Job Engagement ◽  
Non Profit ◽  
The Poor ◽  
The Relationship

Unlike non-profit organizations, social enterprises must be sustainable through profit-making activities in order to pursue social purposes.However, the most important of the poor limited resources is also human resources, and for the efficient use of human resources, empowerment should be given to members. This study proves whether job engagement mediates the effect on sustainability when psychological empowerment is given to employees in social enterprises.

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