Leader-member exchange and creative idea validation: The role of helping and bullying

Abstract

The purpose of this paper is to explore the role of leader-member exchange (LMX) for selection-focused creativity. Thus, we seek to understand when subordinates develop high- quality relationships with their supervisors, do they also get their creative ideas validated by co-workers or not? The proposed model was tested using data obtained at two points in time from three data sources (co-workers, subordinates, and supervisors) working at a software solution provider operating in Pakistan. The obtained data were then analysed for random coefficient models with Mplus. It was found that having only quality LMX will not guarantee the validation of co-workers’ ideas. The focal employee needs to signal to others that they also care about their co-workers and have quality LMX. Subordinates who maintain quality relationships with their supervisors also need to consider what they signal to their co-workers by their behaviours and actions at work. Co-workers are more likely to provide support for creativity to those who are more supportive at work. We extend novel benefits associated with high-quality LMX, that is, the validation of co-workers’ ideas. Additionally, by focusing on social relationships for selection-focused creativity, we also extended creativity literature.

When abusive supervision affects creative idea sharing: Understanding the role of employee cheating and organizational justice

“…In other words, endorsing idea sharing is comparatively more complicated in contrast to fostering other discretionary behaviors such as organizational citizenship behavior. The studies conducted in the recent times, such as [ 71 ], have analyzed the factors that facilitate information and idea sharing at the workplace. Even though a large number of studies have agreed that leaders play an important role in boosting employees' enthusiasm to exchange ideas, there is limited research analyzing the effects of negative leadership behaviors such as abusive supervision on the creativity-sharing phenomenon.…”

When procrastination pays off: Role of knowledge sharing ability, autonomous motivation, and task involvement for employee creativity

“…For certain individuals as well as positions, creativity stands as a prime goal [ 32 , 92 ], while for others, it is neither anticipated nor promoted; in such environments, it may even be prohibited [ 37 , 93 ]. Creative endeavors generally encourage autonomous motivation [ 40 , 94 ]. However, it is conceivable to feel autonomously driven while creativity is not anticipated and similarly feel unmotivated wherever creativity is a requisite [ 87 , 95 ].…”

Leader Member Exchange and Creative Idea Endorsement: The Role of Supportive and Challenging Voice

“…Additionally, there exists growing proof that employees are likely to exhibit superior performance if trusting bonds exist with their managers (Graen & Uhl-Bien, 1995;Liden et al, 1997). Such enhancement takes place as a result of the fact that in an elevated LMX, supervisors give individuals extra assistance, perks, and chances for professional advancement (Adeel et al, 2022;Adeel, Pengcheng, Saleem, Ali, & Batool, 2019). Despite the widespread belief that employee voice improves work performance, factual research has found that this impact varies significantly (Burris, 2012;Hirschman, 1970).…”

“…Researchers observed that higher-ups were more likely to treat pre-emptive assisting action by employees more favorably when they linked it to altruistic intentions (Chen & Zhang, 2021). Similarly, studies discovered that higher-ups/ managers were more likely to support employees' opinions when they saw their roles as loyal rather than a danger (Adeel, Batool, Kee, Madni, & Khan, 2022;Burris, 2012). Such results imply that managers' reactions to employees' initiative approaches are influenced by their interpretation of those activities.…”

“…Since it serves to define anticipations (Ashford, Blatt, & VandeWalle, 2003) and makes a preferable impact, it is commonly accepted that coworkers/ staff asking for feedback fosters the creation of healthy interactions with colleagues as well as supervisors (Crans, Aksentieva, Beausaert, & Segers, 2022). Nevertheless, prior research has indicated that preemptive efforts on the part of employees might not always improve work relationships with higher-ups and could even result in undesired opposite effects (Adeel, Batool, Kee, Madni, & Khan, 2022). Conversely, prior research has indicated that preemptive conduct on the part of employees might not always improve work relationships with superiors or even have the opposite effect (Lam, Huang, & Snape, 2007).…”