Mediating Role of Employee Emotions in the Relationship Between Authentic Leadership and Employee Innovation

Zhou, Juanmei; Ma, Yi; Wei-bo, Cheng; Xia, Bing

doi:10.2224/sbp.2014.42.8.1267

Cited by 56 publications

(63 citation statements)

References 24 publications

(54 reference statements)

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“…Thus, authenticity involves the action of persons according to their values. In other words it is for a person to tell what he believes or thinks and act accordingly [3,10,11,12].…”

Section: Discussionmentioning

confidence: 99%

“…Ilies et al [10] discuss influence of authentic leadership on eudaemonic well-being. Positive relationship were found between authentic leadership and ethical leadership, organizational behavior, commitment, satisfaction, trust in leader, positive emotions, internal whistleblowing, innovation, creativity, moral courage, structural empowerment, self-related performance [3,8,9,14,18,19,20,21].…”

Section: Authentic Leadershipmentioning

confidence: 96%

“…Authenticity is seen as maintaining the intrinsic value and beliefs that one has [3]. It is asserted that when work is congruent with values, beliefs, attitudes and identity the authentic self develops while will also shape the meaning in work [4].…”

Section: Introductionmentioning

confidence: 99%

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Authentic Leadership and Altruism: The Mediating Role of Meaningfulness

Sağnak¹,

Kuruöz²

2017

ujer

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The purpose of this study was to investigate the mediating effects of meaningfulness on the relationship between authentic leadership and altruistic behavior. The participants consisted of 356 teachers randomly selected from 14 primary and secondary schools in Nigde. Three different instruments were used in this study. The scales were translated using the translation and back translation method. All scales were adapted to the educational context. The validity and reliability of the scales were examined. Pearson correlation coefficient and the structural equation modeling were used for the data analysis. It was found that authentic leadership was positively related to teachers' altruistic behavior and meaningfulness in work. A significant positive relationship was found between altruistic behavior and meaningfulness. It has been determined that meaningfulness fully mediated the relationship between authentic leadership and altruistic behavior.

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“…Thus, authenticity involves the action of persons according to their values. In other words it is for a person to tell what he believes or thinks and act accordingly [3,10,11,12].…”

Section: Discussionmentioning

confidence: 99%

Section: Authentic Leadershipmentioning

confidence: 96%

See 1 more Smart Citation

Authentic Leadership and Altruism: The Mediating Role of Meaningfulness

Sağnak¹,

Kuruöz²

2017

ujer

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“…It is also interesting to note that although there is a good degree of theorizing regarding affect and creativity, there is little regarding innovation. The few studies that have explored the relationship between affect and innovation show promising links (e.g., Zhou, Ma, Cheng, & Xia, 2014), and so this looks like a fruitful avenue for future research.…”

Section: Insert Figure 2 About Herementioning

confidence: 99%

Leadership, creativity, and innovation: A critical review and practical recommendations

Hughes

Lee

Tian

et al. 2018

The Leadership Quarterly

680

710

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Leadership is a key predictor of employee, team, and organizational creativity and innovation. Research in this area holds great promise for the development of intriguing theory and impactful policy implications, but only if empirical studies are conducted rigorously. In the current paper, we report a comprehensive review of a large number of empirical studies (N = 195) exploring leadership and workplace creativity and innovation. Using this article cache, we conducted a number of systematic analyses and built narrative arguments documenting observed trends in five areas. First, we review and offer improved definitions of creativity and innovation. Second, we conduct a systematic review of the main effects of leadership upon creativity and innovation and the variables assumed to moderate these effects. Third, we conduct a systematic review of mediating variables. Fourth, we examine whether the study designs commonly employed are suitable to estimate the causal models central to the field. Fifth, we conduct a critical review of the creativity and innovation measures used, noting that most are sub-optimal. Within these sections, we present a number of taxonomies that organize the extant research, highlight understudied areas, and serve as a guide for future variable selection. We conclude by highlighting key suggestions for future research that we hope will reorient the field and improve the rigour of future research such that we can build more reliable and useful theories and policy recommendations.

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“…Thus, authentic leadership can enhance employees' sense of control. Secondly, research has shown that authentic leadership can increase employees' psychological capital (i.e., self-efficacy, optimism, hope and resilience) (Rego et al 2012(Rego et al , 2016 and can also increase their positive emotions (Hsiung 2012;Zhou et al 2014). According to the conservation of resources theory, adequate psychological resources are essential for people to control their emotions; thus, it is reasonable to argue that authentic leadership can increase people's emotional stability.…”

Section: The Mediating Role Of Core Self-evaluationsmentioning

confidence: 99%

How authentic leadership influences employee proactivity: the sequential mediating effects of psychological empowerment and core self-evaluations and the moderating role of employee political skill

Zhang

Song

Wang

et al. 2018

Front. Bus. Res. China

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This study aims to examine the relationship between authentic leadership and employee proactive behavior. Based on self-determination theory, we argue that such a relationship is sequentially mediated by psychological empowerment and core self-evaluations. In addition, political skill plays a moderating role in the third stage. These hypotheses are validated by a sample of 65 leaders and 275 subordinates from two private enterprises in mainland China. Results show that authentic leadership (Time 1) influences employees' proactive behavior (Time 3) through the psychological empowerment (Time 1) and core self-evaluations of employees (Time 2), and the relationship between core self-evaluations and proactive behavior is positively moderated by employees' political skill. In addition, bootstrapping results also verify the moderating role played by employees' political skill in the indirect relationship between authentic leadership and proactive behavior through core self-evaluations. Theoretical and managerial implications are further discussed in the light of these findings.

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Mediating Role of Employee Emotions in the Relationship Between Authentic Leadership and Employee Innovation

Cited by 56 publications

References 24 publications

Authentic Leadership and Altruism: The Mediating Role of Meaningfulness

Authentic Leadership and Altruism: The Mediating Role of Meaningfulness

Leadership, creativity, and innovation: A critical review and practical recommendations

How authentic leadership influences employee proactivity: the sequential mediating effects of psychological empowerment and core self-evaluations and the moderating role of employee political skill

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