Leader–member exchange as a mediator of the relationship between authentic leadership and employee creativity

Abstract

The purpose of this study was to acquire meaningful insights on the determinants of creativity with a meticulous examination, and by dint of that, expand the concerned literature. To accomplish the same, a conceptual model that includes authentic leadership, employee creativity, and leader–member exchange (LMX) was methodically developed and evaluated. This research is a quantitative study incorporating a self-report survey. The data were amassed from hotel employees in Northern Cyprus. Data from 314 applicable surveys were analyzed using Statistical Package for the Social Sciences (SPSS)-22 and analysis of a moment structures (AMOS)-18 programs. Based on the findings, it can be deduced that authentic leadership has a considerable impact on employee creativity, while LMX plays an intermediary role in this relationship. The results of this study are useful and relevant for both researchers and policymakers.

The influence of leaders’ collectivist orientation on employees’ innovative behavior

“…Unfortunately, most previous studies have focused on explicit leadership factors (e.g. leadership style, leadership behavior and leader-member relationships) (Li et al, 2020;Chen et al, 2021;Malibari and Bajaba, 2022;Khan et al, 2022;Dar et al, 2023;Yıkılmaz and S€ ur€ uc€ u, 2023), not on implicit leadership factors, especially the mechanism of leadership culture orientation on employees' innovative behavior. As a deep-seated reason that shapes the attitudes and behaviors of leaders (Dorfman and Howell, 1988), cultural leadership orientation can have a profound impact on employees' innovative behavior.…”

“…Research has extensively explored the influences of organizational factors (Odugbesan et al, 2023), leadership factors (Li et al, 2020; Leaders' collectivist orientation Chen et al, 2021;Malibari and Bajaba, 2022;Khan et al, 2022;Dar et al, 2023;Yıkılmaz and S€ ur€ uc€ u, 2023) and individual factors (Ullah et al, 2023) on employees' innovative behavior. In terms of leadership factors, a substantial body of research has confirmed the significant driving roles of leadership style (Khan et al, 2022;Malibari and Bajaba, 2022), leadership behaviors (Chen et al, 2021;Li et al, 2020) and leader-member relationships (Dar et al, 2023;Yıkılmaz and S€ ur€ uc€ u, 2023) in shaping employees' innovative behavior. However, there remains a relatively limited exploration of the impact of leadership cultural orientations, such as leaders' collectivist orientation, on employees' innovative behavior.…”

“…, 2022; Dar et al. , 2023; Yıkılmaz and Sürücü, 2023) and individual factors (Ullah et al. , 2023) on employees’ innovative behavior.…”

“…, 2022; Dar et al. , 2023; Yıkılmaz and Sürücü, 2023), not on implicit leadership factors, especially the mechanism of leadership culture orientation on employees’ innovative behavior. As a deep-seated reason that shapes the attitudes and behaviors of leaders (Dorfman and Howell, 1988), cultural leadership orientation can have a profound impact on employees’ innovative behavior.…”

Leader–member exchange and innovative work behavior: a 2-1-1 model

“…The quality of LMX strengthens as the interaction between leader and subordinate is trustworthy (Gerstner and Day, 1997; Liden and Maslyn, 1998); LMX relationships benefit employees, supervisors and the organization (Radstaak and Hennes, 2017). Research findings showed that high-quality LMX supported various positive outcomes such as citizenship behavior (Kim et al ., 2010), creativity (Pan et al ., 2012; Yıkılmaz and Sürücü, 2021), organizational commitment and job satisfaction (Li et al ., 2018) as well as reduce various negative outcomes such as turnover intentions (Wu et al ., 2021), stress and burnout (Harris and Kacmar, 2006). As LMX indicates, the interpersonal relationship with subordinates is based on mutual trust, respect and obligation (Uhl-Bien et al ., 2007).…”