Why and when innovation performance is available: the role of fell responsibility for constructive change and creative self-efficacy

Yuan, Yunyun; Liu, Bin; Liu, Pingqing; Andrianandraina, Claire Marie Cecila; Liu, Yuanyuan

doi:10.1007/s12144-023-05073-3

Cited by 2 publications

(3 citation statements)

References 68 publications

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“…Thirdly, when communicating role expectations, a leader can emphasize that creative work is expected. A study by Yuan et al (2023) examined both Gen Z and millennial employees, to investigate how a sense of responsibility for positive change influenced proactive behaviors and innovative outcomes. The research found that those who felt responsible for positive change were more likely to take charge, leading to better creative performance.…”

Section: Role Clarity As a Moderatormentioning

confidence: 99%

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Exploring relationships among servant leadership, role clarity and creative self-efficacy

Birgisdóttir,

Gunnarsdóttir,

Candi

2024

LODJ

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PurposeLeadership is an essential contributor to employee creative self-efficacy, and past research suggests a positive relationship between servant leadership and creative self-efficacy. However, the relationship is complex and contingent upon moderating variables, and this research examines the moderating effect of role clarity by drawing on social exchange theory and social cognitive theory.Design/methodology/approachData collected from a survey among 116 emergency room employees is used to test the research model using moderated ordinary least squares regression.FindingsThe results confirm a positive relationship between servant leadership and creative self-efficacy and suggest a U-shaped relationship between role clarity and creative self-efficacy. Furthermore, role clarity positively moderates the relationship between servant leadership and creative self-efficacy.Research limitations/implicationsThe sample used for this research mainly consisted of highly educated employees within a specific setting. Future research is needed to study if the relationships found in this research can be generalized to other organizational settings.Practical implicationsThis research suggests that leaders can support employees' creative self-efficacy through servant leadership, particularly when coupled with high role clarity.Originality/valueRapidly changing work environments are characterized by decreased role clarity, so attention is needed to its moderating role on the relationship between servant leadership and creative self-efficacy.

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Section: Role Clarity As a Moderatormentioning

confidence: 99%

“…Thirdly, when communicating role expectations, a leader can emphasize that creative work is expected. A study by Yuan et al . (2023) examined both Gen Z and millennial employees, to investigate how a sense of responsibility for positive change influenced proactive behaviors and innovative outcomes.…”

Section: Theory and Hypothesesmentioning

confidence: 99%

Exploring relationships among servant leadership, role clarity and creative self-efficacy

Birgisdóttir,

Gunnarsdóttir,

Candi

2024

LODJ

View full text Add to dashboard Cite

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“…Only if employees have confidence in their abilities and believe that they can achieve the expected results will they make an effort to overcome these obstacles and take an active role in the change process [50]. While employees with high self-efficacy have a positive attitude toward change and take responsibility, employees with low self-efficacy avoid taking responsibility [51] and may even resist change [52].…”

Section: Self-efficacymentioning

confidence: 99%

Effect of Digital Transformation on Firm Performance in the Uncertain Environment: Transformational Leadership and Employee Self-Efficacy as Antecedents of Digital Transformation

Gun,

Imamoglu,

Turkcan

et al. 2024

Sustainability

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As the functioning of firms has been changing, the digital transformation process is becoming inevitable for all firms. Therefore, scholars and managers pay great attention to this topic. However, there are still significant gaps about its human-related antecedents, and existing studies on its effects on firm outcomes have presented contradictory findings. By addressing these gaps in the literature, this study examines the effect of transformational leadership and employee self-efficacy as human-related antecedents of digital transformation and also its impact on firm performance. Data were collected from 305 participants who are managers in the manufacturing sector. The findings indicate that both transformational leadership and employee self-efficacy are positively related to digital transformation. Results also reveal that digital transformation is associated with operational and financial performance, and that environmental uncertainty strengthens its relationship with financial performance. This research, therefore, contributes to digital transformation literature, deepens the current knowledge, and offers novel and comprehensive insight, by addressing the gaps in the literature.

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Why and when innovation performance is available: the role of fell responsibility for constructive change and creative self-efficacy

Cited by 2 publications

References 68 publications

Exploring relationships among servant leadership, role clarity and creative self-efficacy

Exploring relationships among servant leadership, role clarity and creative self-efficacy

Effect of Digital Transformation on Firm Performance in the Uncertain Environment: Transformational Leadership and Employee Self-Efficacy as Antecedents of Digital Transformation

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