Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 7-Day Trial for You or Your Team.

Learn More →

Enabling creativity: the interplay of participative leadership, coworkers’ knowledge sharing behavior and employee’s creative idea validation

Enabling creativity: the interplay of participative leadership, coworkers’ knowledge sharing... Based on theory Z of leadership, this research aims to investigate the direct relationship between participative leadership (PL) and creative idea validation (CIV) fostering both radical (RC) and incremental creativity (IC). Additionally, by utilizing attribution theory, it explores the moderating effect of coworkers’ knowledge-sharing behavior (KSB) on both the direct and indirect relationships.Design/methodology/approachData were collected through a descriptive approach and convenient sampling from three sources – leaders, subordinates and coworkers – in R&D departments at multi-levels within 97 high-tech firms in China. Data comprised 446 employees (subordinates and coworkers) and 94 leaders, and multilevel path analysis was conducted using Mplus software.FindingsThe results indicate that PL exhibits both a direct and indirect positive association with RC and IC through the CIV. Moreover, the relationship is enhanced by coworkers’ high-KSB.Practical implicationsOur study offers implications that managers can leverage to foster employee creativity. Leaders are encouraged to embrace a PL style for collective idea validation. However, to overcome coworkers’ reciprocal behavior, they may facilitate trust and team-building exercises, enabling employees to strengthen relationships and share critical information and knowledge resources for the development and validation.Originality/valueThis study is the first to empirically extend the relationship between PL and CIV, utilizing a multilevel approach to assess its impact on distinctive types of creativity – namely, radical and incremental. Further, it testifies the significance of coworkers’ knowledge as an attribution effect influencing the relationships. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Leadership & Organization Development Journal Emerald Publishing

Enabling creativity: the interplay of participative leadership, coworkers’ knowledge sharing behavior and employee’s creative idea validation

Download PDF
17 pages

Loading next page...
 
/lp/emerald-publishing/enabling-creativity-the-interplay-of-participative-leadership-y9noFo7UR2

References (51)

Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
0143-7739
DOI
10.1108/lodj-09-2023-0501
Publisher site
See Article on Publisher Site

Abstract

Based on theory Z of leadership, this research aims to investigate the direct relationship between participative leadership (PL) and creative idea validation (CIV) fostering both radical (RC) and incremental creativity (IC). Additionally, by utilizing attribution theory, it explores the moderating effect of coworkers’ knowledge-sharing behavior (KSB) on both the direct and indirect relationships.Design/methodology/approachData were collected through a descriptive approach and convenient sampling from three sources – leaders, subordinates and coworkers – in R&D departments at multi-levels within 97 high-tech firms in China. Data comprised 446 employees (subordinates and coworkers) and 94 leaders, and multilevel path analysis was conducted using Mplus software.FindingsThe results indicate that PL exhibits both a direct and indirect positive association with RC and IC through the CIV. Moreover, the relationship is enhanced by coworkers’ high-KSB.Practical implicationsOur study offers implications that managers can leverage to foster employee creativity. Leaders are encouraged to embrace a PL style for collective idea validation. However, to overcome coworkers’ reciprocal behavior, they may facilitate trust and team-building exercises, enabling employees to strengthen relationships and share critical information and knowledge resources for the development and validation.Originality/valueThis study is the first to empirically extend the relationship between PL and CIV, utilizing a multilevel approach to assess its impact on distinctive types of creativity – namely, radical and incremental. Further, it testifies the significance of coworkers’ knowledge as an attribution effect influencing the relationships.

Journal

Leadership & Organization Development Journal – Emerald Publishing

Published: Jul 24, 2024

Keywords: Coworkers’ knowledge-sharing behavior; Employees’ creative-idea validation; Incremental creativity; Participative leadership; Radical creativity

There are no references for this article.