How Korean Leadership Style Cultivates Employeesâ€™ Creativity and Voice in Hierarchical Organizations
Hai Kyong Kim,
Kibok Baik and
SAGE Open, 2019, vol. 9, issue 3, 2158244019876281
This article examines how Korean leaders in a hierarchical society would trigger employeesâ€™ creativity and voice behavior through an indigenous leadership style: Korean leadership style (KLS). KLS exhibits heavily relationship-oriented behaviors, including attending to superiorsâ€™ needs and requests, building a positive reputation and trust of peers, and embracing and sheltering subordinates. Jeong , a shared group affect ingrained in Korean society, and woori , a shared feeling of belongingness dedifferentiating individuals constituting the collective, provide a fertile ground for this unique leadership style. Building upon the literature on group affect and collective energy, we explore how the affective mechanism mediates the positive relationships between KLS and employeesâ€™ creativity and voice behaviors. The findings from the empirical study of 340 leaderâ€“follower paired data points confirm the positive relationships between relationship-oriented Korean leader behaviors and employeesâ€™ creativity and voice behavior and that, for creativity, the link is partially mediated by positive affect with high energy.
Keywords: affective mechanism; employee creativity; employee voice behavior; group affect; Korean leadership style; jeong; woori (search for similar items in EconPapers)
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Persistent link: https://EconPapers.repec.org/RePEc:sae:sagope:v:9:y:2019:i:3:p:2158244019876281
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