How transformational leaders get employees to take initiative and display creativity: the catalytic role of work overload

Abstract

PurposeThis study investigates the mediating role of personal initiative taking in the link between employees' exposure to transformational leadership and their engagement in creative behavior, as well as a potential catalytic role of perceived work overload in this process.Design/methodology/approachThe research hypotheses were tested with survey data collected among employees of a large organization that operates in the telecommunications sector.FindingsTransformational leadership translates into enhanced creative work efforts among employees, because these employees adopt an action-based approach toward work. This mediating role of personal initiative taking is particularly prominent among employees who encounter excessive workloads in their daily jobs, because their initiative and creativity promise solutions to this resource-draining work situation.Practical implicationsFor human resource managers, this study reveals that employees who go out of their way to address problem situations offer an important means by which a leadership style that inspires and challenges followers can be leveraged to produce enhanced creative outcomes. It also pinpoints how this process can be triggered by employees' beliefs that work demands are excessive.Originality/valueThis study adds to prior research by detailing a hitherto overlooked factor (personal initiative) and catalyst (perceived work overload), related to the translation of transformational leadership into increased creative behavior.

Effect of empowerment: how and when do high-involvement work practices influence elder employees’ innovative performance?

“…Second, this study examines the mediating role of dual innovation - exploratory and exploitative innovation - in the relationship between high-involvement work practices and elder employees’ innovation performance. Previous studies exploring the mechanisms of innovation performance formation often treat innovation as a singular concept ( Mustafa et al, 2018 ; Rehman et al, 2019 ; De Clercq and Mustafa, 2023 ). However, exploratory innovation, characterized by experimentation and venturing into new territories, and exploitative innovation, which focuses on refining and improving existing processes and products ( Martínez-Del-Río et al, 2012 ), differ significantly in both approach and impact on innovation performance.…”

“…Second, this study examines the mediating role of dual innovation -exploratory and exploitative innovation -in the relationship between high-involvement work practices and elder employees' innovation performance. Previous studies exploring the mechanisms of innovation performance formation often treat innovation as a singular concept (Mustafa et al, 2018;Rehman et al, 2019;De Clercq and Mustafa, 2023). However, exploratory innovation, This study recognizes and addresses these differences by moving away from the traditional linear research approach (Camps and Luna-Arocas, 2009;Prieto and Pilar Pérez Santana, 2012;Kilroy et al, 2020;Misnah et al, 2020b).…”

“…The inspirational and challenging nature of transformational leadership, when combined with the high degree of autonomy required in high-involvement work practices, could impose additional stress on older employees, potentially hindering their innovative capabilities ( Wang and Howell, 2010 ). What is more, the future-oriented and big-picture goals emphasized by transformational leaders may not align with the immediate, practical concerns of elder employees in high-involvement settings, leading to a mismatch of expectations and goals ( De Clercq and Mustafa, 2023 ). Given these potential problems, it is essential to examine the moderating role of transformational leadership in the context of high-involvement work practices, particularly with regard to the innovation behavior and performance of older employees.…”