Abstract
AbstractThe purpose of this paper is to investigate the circumstances under which empowering leadership fosters creative performance. Arguments were developed for a three-way interaction of empowering leadership, problem-solving demands and creative personality in this linkage. These arguments resulted in competing hypotheses from a fit and a compensation perspective. The results from a survey of 213 employees of a Flemish large industrial organization were used. We found that less creative employees in jobs with high problem-solving demands particularly benefit from empowering leadership. This paper adds to a more complex understanding of the effectiveness of empowering leadership by highlighting the relevance of the simultaneous interplay of contextual and personal factors.
Sign-in/Register to access full text options 
Free) 
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 call
