Abstract
Drawing upon conservation of resource theory and leadership contingency model, this study investigated how and when the three paternalistic leadership dimensions of benevolence, morality, and authoritarianism relates to creativity. The sample included matched survey responses obtained from 82 leaders and 324 subordinates from manufacturing companies in Ghana. Results from structural equation modelling and regression analysis revealed a positive relationship between benevolent leadership and creativity, while authoritarian leadership impacted negatively on creativity. There was no significant relationship between moral leadership and creativity. Promotive voice significantly mediated the relationships between benevolent/authoritarian leadership and creativity, but the mediating role of prohibitive voice was not significant. Power distance orientation not only strengthens benevolent leadership’s positive effects on promotive voice, but also strengthens authoritarian leadership’s negative effects on both promotive and prohibitive voice. Theoretical and managerial implications are discussed.
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
