Abstract
PurposeThe purpose of this paper is to describe and explain the relationships between empowering leadership and a humorous work climate; and service employees' creativity and innovative behaviour in frontline service jobs.Design/methodology/approachA model of causal relationships is presented, along with formulated hypotheses. The data were collected with a survey answered by frontline service employees in hotels.FindingsThe findings indicate a strong relationship between frontline cognitive creativity production of novel ideas and the behavioural implementation of these ideas into their respective work role. Moreover, the empirical findings indicate that both empowering leadership and a humorous work climate are able to trigger frontline service employees' creativity. In addition service employees' creativity appears to be a mediating variable in the relationship between empowering leadership, a humorous work climate, and the service employees' innovative behaviour.Research limitations/implicationsThis study limits its focus on two factors: the stimulation of service employees' creativity and innovative behaviour in frontline service jobs, both of which offer opportunities for further research.Practical implicationsThis study has indicated that both leadership practice and work climate play important roles in explaining service employees' creativity and innovative behaviour. In particular, managers should be aware of their empowering practices, as well focusing on the degree of a humorous work climate. An important practical managerial implication from the findings is to take humour into account and consequently to develop and implement strategies followed by necessary actions to manage humour in an appropriate manner in service organizations.Originality/valueThe reported study contributes to enhancing the knowledge of the roles of empowering leadership and a humorous work climate for service employees' creativity and innovative behaviour in frontline service jobs.
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