Abstract
Purpose This paper seeks to examine how leaders shape employee creativity by using interpersonal emotion management (IEM) strategies. Drawing on the social information processing (SIP) theory, the authors argue that psychological safety translates leader problem-focused IEM into employee creativity, an impact which is moderated by organizational justice.Design/methodology/approach Data were collected in two waves from 201 employees and their leaders in China. Regression analysis was used to test the hypotheses.Findings Leader problem-focused IEM is positively related to employee creativity, and this relationship is mediated by psychological safety. Organizational justice positively moderates the relationship between leader problem-focused IEM and psychological safety as well as the indirect relationship between leader problem-focused IEM and employee creativity via psychological safety.Originality/value This paper identifies a novel and useful predictor of employee creativity from the perspective of leader problem-focused IEM and provides practical insights for organizations regarding ways of improving employee creativity.
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