Authentic leadership, knowledge sharing, and employees’ creativity

Zeb, Ali; Abdullah, Nor Hazana; Hussain, Altaf; Safi, Adnan

doi:10.1108/mrr-04-2019-0164

Cited by 37 publications

(42 citation statements)

References 66 publications

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“…The positive effect of leadership on creativity confirmed by this study is consistent with the findings revealed by previous studies (e.g. Imam et al , 2020; Liqun et al , 2017; Semedo et al , 2018), both at the individual level and the team level (Černe et al , 2013; Zeb et al , 2019). This is done through the mediating role of innovative atmosphere (Meng et al , 2016).…”

Section: Discussionsupporting

confidence: 93%

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

Lei

Qin

Ali

et al. 2021

LODJ

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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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Section: Discussionsupporting

confidence: 93%

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

Lei

Qin

Ali

et al. 2021

LODJ

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“…Empirical research has linked authentic leadership with individual creativity (e.g., Ilies et al, 2005;Walumbwa et al, 2008;Li et al, 2014;Rego et al, 2014;Zhou et al, 2014;Zubair and Kamal, 2015;Semedo et al, 2017Semedo et al, , 2018Ribeiro et al, 2018a;Khan et al, 2019;Zeb et al, 2019). Authentic leaders' actions are congruent with their words, values, and beliefs, thereby contributing to open, truthful relationships with their followers and promoting work environments in which employees can exchange ideas and share knowledge with each other (Khan et al, 2019).…”

Section: Authentic Leadership Individual Creativity and Individual Performancementioning

confidence: 99%

Authentic Leadership and Improved Individual Performance: Affective Commitment and Individual Creativity’s Sequential Mediation

Duarte¹,

Ribeiro

Semedo

et al. 2021

Front. Psychol.

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Authentic leadership has become increasingly important in the literature, attracting the attention of many scholars in the last decade. This study adopted an employee-centered perspective to guide its examination of the relationship between authentic leadership and individual performance and investigation of the sequential mediation of employees’ affective commitment and individual creativity. An analysis was conducted of data collected from 214 employees working in different business sectors. The results reveal a statistically significant positive relationship between authentic leadership and employees’ workplace performance, which are both directly connected and indirectly linked through the two proposed psychosocial mechanisms. The findings thus indicate that authentic leadership reinforces workers’ emotional connection with their organizations, thereby increasing their individual creativity and, subsequently, promoting better on-the-job performance. This study presents new and significant results since, on the one hand, it relied on a sequential mediation analysis of variables and, on the other hand, integrated the four main constructs into a single model. The proposed model displays the chain of effects between authentic leadership, affective commitment, individual creativity, and employee workplace performance. Implications for organizational management are discussed.

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“…According to both Luthans and Avolio (2003) and Javaid et al (2018), authentic leadership is the combination of positive capacities of a leader. Sparrowe (2005) and Zeb et al (2019a) highlighted another important aspect of authentic leadership - the process of an individual's identification of workers with the leader. George and Zhou (2007), authentic leadership is a good way to achieve long-term results and to motivate creative thinking, affective commitment and work performance.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…In this study, executive-level employees were considered leaders and lower level of employees were considered subordinates. This study utilized authentic leadership theory based on the argument of Zeb et al (2019a) and Azania et al (2013); prior researchers have found authentic leadership to be more effective and separate from other types of transformational leadership. Authentic leadership theory is commonly associated with HPHRPs and job performance (Sun et al , 2007; Karam et al , 2017).…”

Section: Introductionmentioning

confidence: 99%

Authentic leadership traits, high-performance human resource practices and job performance in Pakistan

Zeb

Rehman

Imran

et al. 2020

IJPL

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PurposeThis empirical study aims to explore the linkage among authentic leadership traits and job performance via the mediating role of high-performance human resource practices (HPHRPs) in a developing country context. Social exchange theory and trait theory are widely employed in many disciplines but seldom applied to job performance among Pakistan Telecommunication Company Limited (PTCL) employees.Design/methodology/approachThe sample of the study is PTCL's employees. A cross-sectional design was employed and data was collected from 377 employees via questionnaire. This is an exploratory study; therefore, partial least square–structural equation modeling (PLS-SEM) was employed to answer the research questions.FindingsThe findings of this study revealed that relational transparency, directly and indirectly, influenced job performance with the partial mediating role of selective staffing and extensive training. Furthermore, balance processing, directly and indirectly, influenced job performance with the partial mediating role of incentive reward, while self-awareness, internalized moral perspective, employment security and result-oriented appraisal were insignificant influences on job performance.Practical implicationsThe 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/valueThis study found and reported authentic leadership traits and HPHR as the main sources of job performance in PTCL. This study empirically examined the influence of authentic leadership traits on job performance with the mediating role of a bundle of HPHRPs in a developing context.

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Authentic leadership, knowledge sharing, and employees’ creativity

Cited by 37 publications

References 66 publications

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

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

Authentic Leadership and Improved Individual Performance: Affective Commitment and Individual Creativity’s Sequential Mediation

Authentic leadership traits, high-performance human resource practices and job performance in Pakistan

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