The role of empowering leadership in creating employee creativity : moderation – mediation mechanism

Abstract

The purpose of this study was to examine the impact of empowering leadership for the employee creativity through mediating role of motivation to learn, trust in leader, creative self-efficacy, and the moderating role of openness to experience variable. Questionnaire was used as the data collection method. For the sampling technique, it used a multi-stage sampling technique. The number of samples is 220 employees of state-owned banks in the city of Semarang, Indonesia. The data analysis used the Structural Equation Model (SEM) method with WarpPLS 6.0. Result of this research the leader empowerment has a positive effect on motivation to learn, trust in leader, creative self-efficacy and employee creativity. In addition, the results of the study also show that motivation to learn, trust in leader, and creative self-efficacy have a positive impact on employee creativity. The role of motivation to learn, trust in leader and creative self-efficacy is supported to mediate between empowerment on employee creativity. Also, openness to experience variable is supported as a moderation role.

Trust in Leader as a Psychological Factor on Employee and Organizational Outcome

“…Through trust leaders are able to exchange knowledge with their followers, which can lead to emergence of new ideas. The mediating effect of trust in leader on creativity and empowering leadership has been noted in the literature [19]. As staff are given power in the company, they are more likely to develop trust, since the organizational climate provides support and respect.…”

“…When concern is genuine and is combined with care and emotions, trust in leader is shaped as affect-based [19,21]. This is reflected in a sincere feeling of empowerment for employees by the leaders' behavior, which in turn enables the staff to exhibit higher rates of creativity.…”

Empowering leadership and job satisfaction of academic staff in Palestinian universities: Implications of leader-member exchange and trust in leader

“…The importance of knowledge and its management within academic sector has been linked to gaining competitive advantage, developing organizational learning processes, and positive workplace outcomes. Notably, focusing on wellbeing of staff as well as providing a platform for their opinions and voices to be heard and/or implemented (where possible) can greatly improve the experience of individuals in the academic work setting ( Martono et al, 2020 ; Rehman et al, 2021 ). The importance of exchanges and interactions between leaders and their followers is under examination in this research in relation to job satisfaction as a positive outcome.…”

“…This is embedded within the premises of SET as leaders can influence emotions of followers via positive, ethical, and effective communications that promotes reciprocation and trustworthiness ( Farmanesh and Zargar, 2021 ; Zhou et al, 2021 ). Importantly, when employees have “good” exchanges with their leaders, they are prone to be more engaged and involved with their jobs, which can have positive outcomes (i.e., job satisfaction; Atik and Celik, 2020 ; Martono et al, 2020 ). Furthermore, to improve the academic work setting, having leaders, who engage in constructive, knowledge-based, valuable, and developmental (both personal and professional) exchanges with their followers is imperative.…”

“…It is argued in this study that EL can implement high-quality interactions as it emphasizes on empowerment, support, and provision of necessary means (physical or mental support) for teachers in universities. As SET and JD-R models are linked to this context, empowering leaders can foster positivity, trust, and effectiveness in the workplace with a focus on employees’ wellbeing, which, in turn, can enhance their job satisfaction ( Martono et al, 2020 ; Dahleez and Aboramadan, 2022 ).…”