Leader's relational power and follower creativity: The mediating role of follower relational identification and the moderating role of perceived organizational support for creativity

Abstract

Power is an essential part of an organization's functioning. It is important to investigate how a leader's power shapes follower creativity. However, few studies have explored the impact of a leader's power on creativity from a leader–follower dyadic perspective. Simultaneously, the influence of a leader's relational power on followers is worthy of further investigation. From an interpersonal perspective, this study sheds light on relational power to explore how and when a leader's relational power affects follower creativity. Specifically, drawing on the conservation of resources (COR) theory and relational identification theory, we argue that a leader's relational power stimulates follower creativity, and this positive relationship is mediated by the follower's relational identification with the leader. Meanwhile, the indirect effect of a leader's relational power on follower creativity is moderated by perceived organizational support for creativity. Multitime and multisource data were collected to test our hypotheses. We found that a leader's relational power is positively related to follower creativity. The mediating role of the follower's identification with the leader and the moderating role of perceived organizational support for creativity are also supported. Therefore, our study illuminates how and when leaders can promote follower creativity by constructing relational power. Simultaneously, our study deepens our understanding of a leader's relational power in the workplace.