Employee Creative Self-efficacy Research Articles

Assessing the effects of transformational leadership: A study on Egyptian hotel employees

Abstract This study examines the effects of transformational leadership on hotel employees for some aspects such as innovation climate, creativity, creative self-efficacy and satisfaction. Direct guest–contact employees of thirty-eight, 5-star hotels in Egypt and their immediate supervisors were targeted. A total of (500) employees and (150) supervisors provided the collected data. The findings indicated that transformational leadership is experienced in Egyptian hotels; in addition, it helps fostering a climate for innovation and promotes employee's creativity and satisfaction. An insignificant relationship was found between transformational leadership and employee's creative self-efficacy. Some practical implication is delivered such as the crucial need for hotel leaders to take a sound understanding of appropriate strategy for promoting employee's creative self-efficacy.

Linking Perspective Taking and Employee Creative Self-Efficacy: The Role of an Involved Leader

In this study, we extend what is known about the association between perspective taking, an other-focused psychological process, and individual creativity. We investigated 328 R&D workers in 77 teams from a large Chinese manufacturing company to examine the relationship between perspective taking and individual creative self-efficacy (CSE). Taking a relational approach by conceptualizing our model in social exchange theory and social cognitive theory, we found that perspective taking significantly enhanced team members’ CSE. Moreover, we investigated the moderating role of dyadic leadership and found that empowerment leadership strengthened the relationship between perspective taking and CSE but leader-member exchange did not. The significant congruence effect from our leader and employee estimates demonstrates an alignment between leader and member perspective taking such that higher levels of perspective taking are associated with higher levels of member CSE. We also found that CSE mediated perspective ...

Leader creativity expectations motivate employee creativity: a moderated mediation examination

This study presents a moderated mediation model of leader creativity expectations to investigate the effects of leader creativity expectations on employee creativity. Using matched data from 255 employees and their supervisors in the R&D center of an automotive company in China, we found that creative self-efficacy mediated the positive relationship between leader creativity expectations and employee creativity. By integrating social cognitive theory and the interactionist perspective, we further identified job involvement and job autonomy as personal and situational moderators in the relationship between leader creativity expectations and employee creative self-efficacy. As the level of job involvement and job autonomy rose, the relationship between leader creativity expectations and employee creative self-efficacy was stronger. Furthermore, we also found job involvement served as a moderator in the mediational chain for the path from leader creativity expectations to employee creativity via creative self-efficacy. We discuss the theoretical contributions and practical implications for human resource management.

Transformational leadership and employee creativity

Purpose– Among the different styles of leadership, transformational leadership has gained most attention from organisational researchers and academics. Although transformational leadership and its work-associated outcomes have been examined in previous literature, only a small number of studies highlighted the role of transformational leadership style in fostering employee creativity, mediated through their creative self-efficacy (CSE) in the context of Indian organisations. The purpose of this paper is to observe the effect of transformational leadership on employee creativity in small and medium sized IT companies, where CSE is proposed as a mediator and knowledge sharing as a moderator through which a transformational leader tends to influence the creativity of the employees.Design/methodology/approach– Data were gathered from 348 manager-employee dyads of small and medium size IT companies operating in India. They replied to questions about their leader’s transformational leadership style, employee CSE, knowledge sharing and creativity.Findings– Findings of the present study, derived from a hierarchical regression analysis, using the data of 348 manager-employee dyads from Indian IT SMEs professionals, revealed that CSE mediates the relation between transformational leadership and employee creativity. In addition, knowledge sharing acts as a moderator for CSE and employee creativity.Research limitations/implications– A sample size is one probable limitation of the study. Another limitation of the study is that factors used for the survey were self-reported by the respondents. Self-reporting may not always produce reliable and accurate response.Practical implications– Based on the results, this study presents strong theoretical and managerial implications that can be used by IT organisations to evaluate the consequence of transformational leadership on employee creativity. Through transformational leadership style, leader can develop CSE and employee creativity to do things in a better way and develop knowledge sharing in employees for high performance. Therefore, the IT industry need to understand that creativity is one of the approaches to attaining and sustaining competitive advantage. In addition, it is important for them to find out more about the relation between transformational leadership, CSE and employee creativity.Originality/value– The study adds to the existing literature by illuminating the process through which transformational leadership has a significant effect on fostering CSE and employee creativity.

Linking transformational leadership and employee creativity in the hospitality industry: The influences of creative role identity, creative self-efficacy, and job complexity

Integrating transformational leadership, creativity and social cognitive theories, we explore the relationships among transformational leadership, creative role identity, creative self-efficacy, job complexity and creativity. Structural equation modeling (SEM) with bootstrapping estimation was conducted using data from 395 supervisor–employee dyads from international tourist hotels in Taiwan. The results show that supervisors' transformational leadership positively influenced employee creative self-efficacy and creativity. Moreover, creative role identity was found to mediate the relationship between transformational leadership and employee creative self-efficacy, while both creative role identity and creative self-efficacy were found to mediate the relationship between transformational leadership and employee creativity. Specifically, job complexity was found to moderate the relationship between transformational leadership and employee creative role identity, the relationship between employee creative role identity and creative self-efficacy, and the relationship between employee creative self-efficacy and creativity. We discuss the implications of these results for research and practice in hospitality context.

Employee learning orientation, transformational leadership, and employee creativity: the mediating role of employee creative self-efficacy

Employee learning orientation, transformational leadership, and employee creativity: the mediating role of employee creative self-efficacy

Employee Learning Orientation, Transformational Leadership, and Employee Creativity: The Mediating Role of Employee Creative Self-Efficacy

We examined the relationship between employee creativity and job performance. Furthermore, we identified two learning-related personal and situational variables—employee learning orientation and tr...

The Pygmalion Process and Employee Creativity

The study examined the Pygmalion process for creativity among 140 R&D employees. Results generally supported the Pygmalion model. Supervisors holding higher expectations for employee creativity were perceived by employees as behaving more supportively of creativity. The effects of these behaviors on employee creative self-efficacy were mediated by employee view of creativity expectations. Creative self-efficacy mediated the effects of supervisor expectations, supervisor behaviors, and employee view, on creative performance. Implications for theory and practice are discussed.