The Perceived Leader Support Behavior for Subordinate's Creativity: The Moderating Effect of Trust

Chen, Guihai

doi:10.3844/jssp.2011.257.264

Cited by 7 publications

(8 citation statements)

References 41 publications

(38 reference statements)

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“…The results of current study confirm our assumption that social exchange relations foster creativity (creative involvement in this study), these results are consistent with previous studies on exchange relation and creativity association e.g. Atwater and Carmeli (2009);Cattani and Ferriani (2008); Carmeli and Schaubroeck (2007); Chen et al (2011);Mumford et al (2002); Oldham and Cummings (1996); Stokols et al (2002); Wang et al (2010). All these studies have witnessed the significant role of social exchange relations and creativity, but none of them focused on social support (supervisor & coworker support) in predicting creative involvement.…”

Section: Discussionsupporting

confidence: 93%

Linking Social Exchange Relations and Creativity through Mediation of Feeling of Energy: An Evidence from IT Firms

Ahmed

2017

J.manag.res

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This study was aimed to investigate the dynamic role of social exchange relations and energy as an impetus for creative work involvement of IT professionals. One hundred and seventy five employees and sixty four team leaders were inquired at two points of time. At the first instance they were inquired for the perception of social exchange relations; and at the second instance, for energy and creativity. Analysis through structural equation modeling confirmed that social exchange relations (supervisory and coworker support) positively predict employees' feeling of energy which results in increased level of creative work involvement. This study highlights the significance of social exchange relations by focusing on the energy and creative involvement as an outcome. This study gives a new direction to the social exchange relation and its possible contribution at work. Its results prove that social exchange relations foster energy and lead to an increased level of creative involvement in IT firms. Implications and future directions for researchers are also given.

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Section: Discussionsupporting

confidence: 93%

Linking Social Exchange Relations and Creativity through Mediation of Feeling of Energy: An Evidence from IT Firms

Ahmed

2017

J.manag.res

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“…Another widely cited definition of "culture" is from Hofstede (2001), who refers to organizational culture as the 'collective programming of the mind' that differentiates one organization from another. An organizational culture can be observed through norms, actions and rules and develops through communication and relationships among organizational members (Chen et al, 2011). This interaction helps members understand how the organization operates, which subsequently influences the members' judgments and behaviors (Lillis and Tian, 2010).…”

Section: Introductionmentioning

confidence: 99%

Does Organizational Culture Influence the Innovativeness of Public-Listed Housing Developers?

Yusof¹,

Abidin²

2011

American Journal of Applied Sciences

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Problem statement:The benefits of innovation and the need to be innovative have been highlighted by many. However, it is doubtful whether the players in the housing industry, in particular housing development firms, have the characteristics that are favorable for innovation. This study investigates the relationship between organizational culture and the innovativeness of public-listed housing developers in Malaysia. Approach: A survey was conducted among all housing developers registered with the Bursa Malaysia. Descriptive statistics, a reliability test, correlation analysis and multiple regressions were used to analyze the data. Results: The results revealed that 4 out of 8 dimensions of the organizational culture were statistically significantly correlated with organizational innovativeness with moderate strength. Specifically, performance orientation, humanitarianism and assertiveness culture had highly significant relationships with organizational innovativeness, while future orientation had a significant relationship with organizational innovativeness. There is no evidence, however, to support that any of the eight cultural dimensions can predict organizational innovativeness. Conclusion/Recommendations: The results imply that the culture adopted by publiclisted housing developers is not significant in influencing their innovativeness and there is a need to seek for other factors that can increase the developers' innovativeness.

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“…Studies also found that the employees who lacked sufficient support from their leaders did not show better performance (Imtiaz and Ahmed, 2009). It is also found that the higher degree of trust from leaders to employee will cause the higher performance on employees' creativity thinking and action (Chen et al, 2011).…”

Section: Leader's Support and Organisational Performancementioning

confidence: 98%

Leader’s Support-an Organisational Asset

Selvakumar

Sudha²

2015

American Journal of Applied Sciences

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In a rapidly changing world of work, leaders face increasing challenges in understanding what motivates and enhances organisational performance. The support from the leader has become essential for the employees and the teams to perform. This study aims to study the level of leader's support and the various aspects of leader's support existing in the selected Information Technology (IT) organisation. It also strives to assess the relationship between leader's support and factors of employee performance and team performance. Primary data was collected from executives, software engineers and senior software engineers who were reporting to a leader from selected IT organisations in Chennai city, India. A well structured questionnaire was administered for the purpose of the research and the responses were recorded. It was found that most of the men working in IT organizations are getting high support from their leaders and most of the employees with total experience in the organization of less than 3 years are getting high support from their leaders. It was also evident that the main factors of Leader's support are that the leader helps to find meaning in my work, provides suitable working environment and provides solutions for my work related problems. There is also a significant positive relationship between leader's support and factors of employee performance and team performance. Therefore leader's support has a major impact on the organisational performance as a whole.

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The Perceived Leader Support Behavior for Subordinate's Creativity: The Moderating Effect of Trust

Cited by 7 publications

References 41 publications

Linking Social Exchange Relations and Creativity through Mediation of Feeling of Energy: An Evidence from IT Firms

Linking Social Exchange Relations and Creativity through Mediation of Feeling of Energy: An Evidence from IT Firms

Does Organizational Culture Influence the Innovativeness of Public-Listed Housing Developers?

Leader’s Support-an Organisational Asset

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The Perceived Leader Support Behavior for Subordinate's Creativity: The Moderating Effect of Trust

Cited by 7 publications

References 41 publications

Linking Social Exchange Relations and Creativity through Mediation of Feeling of Energy: An Evidence from IT Firms

Linking Social Exchange Relations and Creativity through Mediation of Feeling of Energy: An Evidence from IT Firms

Does Organizational Culture Influence the Innovativeness of Public-Listed Housing Developers?

Leader&rsquo;s Support-an Organisational Asset

Contact Info

Product

Resources

About

Leader’s Support-an Organisational Asset