Entrepreneur’s paternalistic leadership style and creativity

Dedahanov, Alisher Tohirovich; Lee, Do Hyung; Rhee, Jaehoon; Yoon, Junghyun

doi:10.1108/md-11-2015-0537

Cited by 82 publications

(109 citation statements)

References 59 publications

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“…The scale's α reliability was 0.958. We controlled for respondents' gender, age, work experience, and education because of the potential influence of these individual characteristics on employee innovative behavior [73,74].…”

Section: Methodsmentioning

confidence: 99%

Paternalistic Leadership and Innovative Behavior: Psychological Empowerment as a Mediator

2019

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Purpose: The aim of this study is to examine the mediating role of empowerment on the relationship between paternalistic leadership styles such as benevolent, moral, and authoritarian and employee innovative behavior. Design/methodology/approach: The data were collected from 390 employees of manufacturing companies in the Republic of Korea. To assess the validity of hypotheses we used a structural equation modeling procedure. Findings: The findings suggest that empowerment mediates the relationships among moral and authoritarian leadership styles and employee innovative behavior. However, results indicate that employee innovative behavior does not mediate the associations between benevolent leadership style and employee innovative behavior. Originality/value: Our work is the first to investigate the mediating role of empowerment on the link between paternalistic leadership styles such as benevolent, moral, and authoritarian and employee innovative behavior.

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Section: Methodsmentioning

confidence: 99%

Paternalistic Leadership and Innovative Behavior: Psychological Empowerment as a Mediator

2019

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“…Followers of authentic leaders get more intrinsically motivated (Ilies et al, 2005), and through the intrinsic motivation caused by feeling meaningful and valuable, employees feel at liberty to engage in voice behaviors (Chen, Wang, & Lee, 2018) and speak out with new ideas. Dedahanov, Lee, Rhee, and Yoon (2016) suggested that moral leadership style facilitates employee voice which in turn impacts on creativity. Authentic leaders’ transparency and trust allow employees the freedom to innovate without fear of reprisal.…”

Section: Research Background and Hypothesis Developmentmentioning

confidence: 99%

How Authentic Leadership Promotes Individual Creativity: The Mediating Role of Affective Commitment

Ribeiro

Duarte²,

Filipe

et al. 2019

Journal of Leadership & Organizational Studies

111

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This study sought to provide a more comprehensive understanding of how authentic leadership can affect employees’ individual creativity through affective commitment’s mediating role. The sample included 177 leader–follower dyads from 26 private, small- and medium-sized enterprises. Followers reported their levels of affective commitment and perceptions of authentic leadership, and leaders assessed each follower’s level of creativity. The results show that authentic leadership has a positive impact on affective commitment and creativity. Moreover, affective commitment fully mediates the relationship between perceived authentic leadership and individual creativity. Organizations can thus increase employees’ affective commitment and creativity by encouraging their managers to adopt more authentic leadership styles. Additional studies with larger samples are needed to determine more clearly not only authentic leadership’s influence on individual creativity but also other psychosocial and personal variables’ effects on that relationship.

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“…As regards innovation measures, the academic literature has considered R&D to be the first step in innovation and technological progress (Lerner and Wulf, 2007;Nekhili and Gatfaoui, 2013), because it is the initial stage in technological innovation that involves obtaining new knowledge applicable to the company's commercial requirements, which will eventually lead to new or improved products, processes, systems or services that can increase the company's sales and earnings. In addition to this, other measures have been used to measure innovation: Dedahanov et al (2016) consider new and innovative ideas; Allred and Swan (2004) and Chen et al (2017) believe that innovation should be measured by R&D intensity; new product development is the measure proposed by Yang and Li (2011); design and new technology is suggested by Griffith and Rubera (2014) and Shane (1993) proposes the number of patents per capita or the number of trademarks registered per capita.…”

Section: Research Hypothesesmentioning

confidence: 99%

Hofstede’s cultural dimensions and R&D intensity as an innovation strategy: a view from different institutional contexts

Gallego‐Álvarez

Pucheta‐Martínez

2020

Eurasian Bus Rev

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The impact of all six of Hofstede's cultural dimensions (power distance, individualism/collectivism, masculinity/femininity, uncertainty avoidance, long-term/short-term orientation, and restraint/indulgence) on business innovation practice has not, to the best of our knowledge, been hitherto examined. Past research has focused on four or five of these cultural dimensions. The aim of this study is therefore to analyse how corporate innovation policies are affected by all these dimensions in a sample of firms operating in different countries. The paper draws on institutional theory, whereby firms domiciled in the same institutional context will behave in a similar manner and their decisions on innovation practices will therefore also be similar. The findings show that the cultural dimensions of power distance, masculinity, uncertainty avoidance, and long-term orientation are positively associated with innovation, while individualism has a negative effect, and indulgence has no effect whatsoever.

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Entrepreneur’s paternalistic leadership style and creativity

Cited by 82 publications

References 59 publications

Paternalistic Leadership and Innovative Behavior: Psychological Empowerment as a Mediator

Paternalistic Leadership and Innovative Behavior: Psychological Empowerment as a Mediator

How Authentic Leadership Promotes Individual Creativity: The Mediating Role of Affective Commitment

Hofstede’s cultural dimensions and R&D intensity as an innovation strategy: a view from different institutional contexts

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