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Authentic leadership and creativity

Authentic leadership and creativity PurposeThe purpose of this paper is to develop and test a conceptual model which explains whether and how authentic leadership, through psychological meaningfulness, safety and work engagement, influences employee creativity. The authors delineate two pathways from authentic leadership to work engagement, which in turn foster creativity. The first pathway illuminates how authentic leadership generates psychological meaningfulness which enhances work engagement and creativity subsequently, while the second elucidates the indirect impact of authentic leadership on creativity via psychological safety and work engagement.Design/methodology/approachData were collected from 300 employees working in heavy engineering and automobile industry in India. Regression analysis was used to analyze data with the help of SPSS 24. Serial mediation effects were tested with the help of bootstrapping procedures using SPSS process macro (Hayes, 2013).FindingsPsychological meaningfulness and work engagement were found to mediate the relationship of authentic leadership with creativity both independently and in series. Psychological safety failed to transfer the effect of authentic leadership on both work engagement and creativity.Practical implicationsOrganizations may reap the benefits of a creative and engaged workforce by selecting, nurturing and developing authentic leaders.Originality/valueThe study contributes to theory building in the area of authentic leadership by enriching the understanding of the processes carrying the effect of authentic leadership on desirable workplace outcomes. In doing so, the study also explicates the less understood nature of relationship between leadership and creativity. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Productivity and Performance Management Emerald Publishing

Authentic leadership and creativity

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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
1741-0401
DOI
10.1108/IJPPM-02-2018-0082
Publisher site
See Article on Publisher Site

Abstract

PurposeThe purpose of this paper is to develop and test a conceptual model which explains whether and how authentic leadership, through psychological meaningfulness, safety and work engagement, influences employee creativity. The authors delineate two pathways from authentic leadership to work engagement, which in turn foster creativity. The first pathway illuminates how authentic leadership generates psychological meaningfulness which enhances work engagement and creativity subsequently, while the second elucidates the indirect impact of authentic leadership on creativity via psychological safety and work engagement.Design/methodology/approachData were collected from 300 employees working in heavy engineering and automobile industry in India. Regression analysis was used to analyze data with the help of SPSS 24. Serial mediation effects were tested with the help of bootstrapping procedures using SPSS process macro (Hayes, 2013).FindingsPsychological meaningfulness and work engagement were found to mediate the relationship of authentic leadership with creativity both independently and in series. Psychological safety failed to transfer the effect of authentic leadership on both work engagement and creativity.Practical implicationsOrganizations may reap the benefits of a creative and engaged workforce by selecting, nurturing and developing authentic leaders.Originality/valueThe study contributes to theory building in the area of authentic leadership by enriching the understanding of the processes carrying the effect of authentic leadership on desirable workplace outcomes. In doing so, the study also explicates the less understood nature of relationship between leadership and creativity.

Journal

International Journal of Productivity and Performance Management – Emerald Publishing

Published: Nov 19, 2018

References

  • Authentic leadership and work engagement
  • A model of creativity and innovation in organizations
  • Motivating creativity in organizations: on doing what you love and loving what you do
  • Leader–member exchange, feelings of energy, and involvement in creative work