The Influence of Leaders’ Positive and Implicit Followership Theory of University Scientific Research Teams on Individual Creativity: the Mediating Effect of Individual Self-Cognition and the Moderating Effect of Proactive Personality

Lei Wang and Xinya Liang
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Lei Wang: College of Economics and Management, Northeast Agricultural University, Harbin 150030, China
Xinya Liang: Educational Statistics and Research Methods, College of Education and Health Professions, University of Arkansas, Fayetteville, AR 72701, USA

Sustainability, 2020, vol. 12, issue 6, 1-24

Abstract: Leaders’ positive and implicit followership theory (LPIFT) in a university scientific research team influences innovation in university scientific research. Individual creativity is an important aspect of innovation in university scientific research. However, the influence mechanism of LPIFT of a university scientific research team on individual creativity remains unclear. Based on social cognitive theory and the input–process–output (IPO) theoretical model, we selected a postgraduate supervisor and postgraduates of a university scientific research team as the research objects. We explored the influence between LPIFT of a university scientific research team leader and individual creativity using a questionnaire. A total of 413 valid paired samples were collected from the postgraduate and postgraduate supervisor. We drew the following conclusions: LPIFT of the university scientific research team had a direct positive effect on individual creativity. Individual creative role identity, individual creative self-efficacy, and individual willingness to create knowledge had completely mediating effects on the relationship between LPIFT of the university scientific research team and individual creativity. Proactive personality positively moderated the relationship between LPIFT of the university scientific research team and individual creative role identity, as well as LPIFT of the university scientific research team and individual creative self-efficacy. Proactive personality also positively moderated the mediating effect of individual creative role identity and individual creative self-efficacy. However, the moderating effect of proactive personality between LPIFT of university research teams and individual willingness to create knowledge was not significant. Proactive personality also did not positively moderate the mediating effect of individual willingness to create knowledge.

Keywords: leaders’ positive and implicit followership theory (LPIFT); individual creativity; proactive personality; individual creative role identity; individual creative self-efficacy; individual willingness to create knowledge (search for similar items in EconPapers)
JEL-codes: O13 Q Q0 Q2 Q3 Q5 Q56 (search for similar items in EconPapers)
Date: 2020
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