Participative leadership and employee creativity: a sequential mediation model of psychological safety and creative process engagement

Chen, Lu; Wadei, Kwame Ansong; Bai, Shuaijiao; Li, Jun

doi:10.1108/lodj-07-2019-0319

Cited by 66 publications

(103 citation statements)

References 78 publications

(118 reference statements)

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“…Fourth, as Pakistan possesses a relationship-oriented culture, it is more likely that our specific cultural context (i.e., a collectivistic culture or high power distance), in which strong cooperation is valued, may have influenced the current study results. Also, there is a significant difference between Pakistani culture and western culture, which may influence employees' attitudes and behavioral responses (Chen et al, 2020). Future scholars should attempt to replicate our study findings by employing samples from western cultures.…”

Section: Limitations and Future Work Guidelinesmentioning

confidence: 67%

Does Participative Leadership Matters in Employees’ Outcomes During COVID-19? Role of Leader Behavioral Integrity

et al. 2021

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The coronavirus pandemic (COVID-19) has badly affected the social, physical, and emotional health of workers, especially those working in the healthcare sectors. Drawing on social exchange theory, we investigated the effects of participative leadership on employees’ workplace thriving and helping behaviors among frontline workers during the COVID-19 pandemic. In addition, we examined the moderating role of a leader’s behavioral integrity in strengthening the relationship between participative leadership, and employees’ workplace thriving and helping behaviors. By using a two-wave time-lagged design and data collected from 244 healthcare workers, a moderated hierarchal regression was implemented to test the proposed hypotheses. As hypothesized, participative leadership predicted employees’ workplace thriving and helping behaviors. The leader’s behavioral integrity strengthened the relationship between participative leadership and employees’ thriving and moderated the relationship between participative leadership helping behaviors. Implications for research, theory, and practice are discussed.

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Section: Limitations and Future Work Guidelinesmentioning

confidence: 67%

Does Participative Leadership Matters in Employees’ Outcomes During COVID-19? Role of Leader Behavioral Integrity

et al. 2021

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“…Leadership style positively influences the progress of innovative behaviors (Mansoor et al, 2020 ), such as empowering leadership, directive leadership (Coun et al, 2021 ), and participative leadership (Chen et al, 2020 ), especially servant leadership (Erkutlu and Chafra, 2015 ). Organizations need employees to cope with the changing and complex environment, and, thus, continuously improve their innovative behaviors.…”

Section: Theoretical Background and Hypothesis Developmentmentioning

confidence: 99%

What Drives Employees' Innovative Behaviors in Emerging-Market Multinationals? An Integrated Approach

Jin

Xiao

2022

Front. Psychol.

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The coronavirus disease 2019 (COVID-19) pandemic has severely damaged the global industrial supply chain and accelerated the digital transformation of the global economy. In such rapidly changing environments, multinational corporations (MNCs) should encourage employees to be more innovative in various fields than ever before. With the onset of the COVID-19 pandemic, employees have become psychologically anxious, their working conditions have deteriorated, and they are in danger of losing their jobs. In this study, we aim to address the question of whether servant leadership facilitates the innovative behavior of employees working in emerging-market MNCs when servant leadership is adopted within the firms. In addition, we explore the mediating roles of work–life balance and psychological stability perceived by employees, and the moderating role of organizational climate in the relationship between servant leadership and MNC employees' innovative behavior. In doing so, we collected data from a sample of 307 Chinese employees who are employed by five different Chinese MNCs from the Internet, information technology, electronics, and e-commerce industries. Based on a sample of survey data collected from employees of Chinese MNCs, we empirically test these ideas by specifically examining how servant leadership may shape the innovation behavior of employees in these MNCs. The results suggest that servant leadership positively influences employees' innovative behavior, and that the contribution of servant leadership to employees' innovative behavior is mediated by work–life balance and psychological stability as well as moderated by the degree of organizational climate. Moreover, the different organizational climates of these MNC employees are also expected to significantly shape the relationship between servant leadership and employees' innovative behavior. This study enriches our understanding of the importance of servant leadership in driving the innovative behaviors of employees in emerging-market MNCs and provides new insights into the mechanisms through which emerging-market MNCs can motivate their employees to be more innovative in their jobs. Thus, this study contributes to the research on human resource management by offering important implications vis-à-vis how MNCs manage their employees more effectively in addressing and responding to the dramatically changing global landscape in the post COVID-19 era.

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“…When employees have a higher sense of psychological safety, the “can do” motivation of employees becomes stronger, then they become more innovative behaviors (Mueller and Kamdar, 2011 ). In other words, employees who perceive higher psychological safety worry less about the risk of innovation and create more innovation at work (Chen et al, 2020 ). In addition, employees with high psychological safety trust their colleagues and leaders and do not have to worry about leaders' criticisms of new ideas.…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

Moderating Multiple Mediation Model of the Impact of Inclusive Leadership on Employee Innovative Behavior

Hui

Mĭn

2021

Front. Psychol.

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Leadership is an important antecedent variable of employee innovative behavior. In previous studies, the influence of inclusive leadership on employee innovative behavior mainly focus on one mediating variable, which may lead to a deviation in parameter estimation due to the omission of other mediating variables. According to the social cognitive theory and motivation theory and from the perspective of cognitive–motivation integration, this study establishes a moderating multi-mediation model to understand the impact of inclusive leadership on employee innovative behavior. Psychological safety and creative self-efficacy are used as mediating variables, and innovation rewards are used as moderating variables. The data are collected from 418 employees of the manufacturing industry in China. The results show that, at first, inclusive leadership has a positive effect on employee innovative behavior. Secondly, both psychological safety and creative self-efficacy play partial mediating effects between inclusive leadership and employee innovative behavior, with the effect of the former being significantly smaller than that of the latter. Thirdly, innovation rewards positively moderate the relationships of “psychological safety—employee innovative behavior” and of “creative self-efficacy—employee innovative behavior.” Fourthly, innovation rewards positively moderate the indirect effect of inclusive leadership on employee innovative behavior through psychological safety and creative self-efficacy. These findings are not only helpful to expand how inclusive leadership influences the innovative behavior of employees but also provides some suggestions for enterprise innovation development.

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Participative leadership and employee creativity: a sequential mediation model of psychological safety and creative process engagement

Cited by 66 publications

References 78 publications

Does Participative Leadership Matters in Employees’ Outcomes During COVID-19? Role of Leader Behavioral Integrity

Does Participative Leadership Matters in Employees’ Outcomes During COVID-19? Role of Leader Behavioral Integrity

What Drives Employees' Innovative Behaviors in Emerging-Market Multinationals? An Integrated Approach

Moderating Multiple Mediation Model of the Impact of Inclusive Leadership on Employee Innovative Behavior

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