Abstract
Personality dispositions and their role in inducing employee creative behavior are well documented in the literature. However, much is unexplored about the collective and relative contribution of personality orientations and environmental factors in explaining creative behavior. This study used a framework based on self-determination theory (SDT) to measure the combined and relative contribution of personal mastery orientation and authentic leadership in predicting employee creative behavior as mediated by autonomous motivation. A self-reported survey was conducted among software developers working in software houses. The results of the study show that both personal mastery and authentic leadership are significant predictors of employee creative behavior. In addition, autonomous motivation significantly mediates the relationship between personal mastery, authentic leadership, and creative behavior. The findings of the study lend support to the combined effect of personality orientation and environmental factors in predicting employee creative behavior and test the SDT framework’s efficacy in predicting creative behavior.
Highlights
One of the most crucial resources for modern-day organizations is the ability to think creatively (Florida 2010)
To the best of our knowledge, no study has investigated the combined effects of intrinsic and extrinsic motivation on employee creativity. We address this gap by using a unique type of motivation called autonomous motivation (AM) that has elements of extrinsic and intrinsic motivation (Gagné et al 2015) as the mechanism for employee creative performance
The total sample size was N = 344, out of which 86.9% of respondents are male, and 13.1% are female, which is lower than the average female participation (i.e., 25%) in the Pakistani workforce (World Bank 2019)
Summary
One of the most crucial resources for modern-day organizations is the ability to think creatively (Florida 2010). Creativity ensures that organizations gain competitive advantage and maintain it over time (Anderson et al 2004). The source of creativity for an organization is its employees (Tan and Leewongcharoen 2005), because human resource is the critical differentiator between a successful organization and a failed one. The ability to generate new ideas and find novel solutions to ever-emerging problems is what makes the human resources of any organization unique, in comparison with other material resources. Creativity is the process or the ability to generate novel and useful ideas regarding products, services, processes, or procedures (Amabile 1988). The important question is how to facilitate employee creativity that can enhance organizational competitiveness
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