 I can do it, so can you: The role of leader creative self-efficacy in facilitating follower creativityLei Huang, Dina V. Krasikova and Dong Liu Organizational Behavior and Human Decision Processes, 2016, vol. 132, issue C, 49-62 Abstract: Creativity scholars have long called for more research on the effects of leader characteristics on employee creativity. Answering this call, this study draws on social cognitive theory to examine the effect of leader creative self-efficacy (CSE) on follower creativity. Using a sample of 544 employees nested under 106 supervisors at a large information technology company in the U.S., we obtained support for the indirect effect of leader CSE on follower creativity via leader encouragement of creativity and follower creative process engagement. In addition, follower leader–member exchange (LMX) strengthened the relationship between leader encouragement of creativity and follower creative process engagement. Thus, in the presence of higher LMX, leader CSE is likely to have a stronger positive impact on employee creativity through leader encouragement of creativity and, subsequently, follower creative process engagement. Our findings contribute to a better understanding of the role of leader attributes in employee creativity. Keywords: Creative self-efficacy; Leader–member exchange; Employee creativity (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:eee:jobhdp:v:132:y:2016:i:c:p:49-62 DOI: 10.1016/j.obhdp.2015.12.002 Access Statistics for this article Organizational Behavior and Human Decision Processes is currently edited by John M. Schaubroeck More articles in Organizational Behavior and Human Decision Processes from Elsevier |
Is your work missing from RePEc? Here is how to contribute.
Questions or problems? Check the EconPapers FAQ or send mail to .
EconPapers is hosted by the
School of Business at Örebro University.