Empowering leadership and team creativity: understanding the direct-indirect path
Abstract
This study investigated the relationship between empowering leadership and team creativity by integrating the theory of group behavior with componential theory of creativity. For this study, data was collected from two sources (343 Subordinates, 67 Supervisors) by temporally dividing data collection process into two points in time for independent, dependent, and mediating variables from employees of a bank operating in Pakistan. Random coefficient analysis technique was used with Mplus 7.0 to analyze nested data for preliminary analysis and analysis of mediation and indirect effects. Mediation was analyzed using the indirect effect of random models and further confirmed the confidence using bootstrapping procedure. Through this study, the researchers tried to explore the inconsistent relationship between empowering leadership behavior and team creativity. It was found that empowering leadership behavior affects the team level creativity of employees directly and indirectly through the mediation of team learning behavior and team psychological empowerment as team process and team emergent states respectively. The results indicated that empowering leadership enhances the learning potential of teams and team empowerment perception which in turn enhances team level creativity. Further research findings, implications, and future research directions also discussed in this research.
Keyword : empowering leadership, team learning behavior, psychological empowerment, team creativity
How to Cite
Adeel, A., Batool, S., & Ali, R. (2018). Empowering leadership and team creativity: understanding the direct-indirect path. Business: Theory and Practice, 19, 242-254. https://doi.org/10.3846/btp.2018.24
This work is licensed under a Creative Commons Attribution 4.0 International License.
References
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Druskat VU, Wheeler JV (2003) Managing from the boundary: the effective leadership of self-managing work teams. Academy of Management Journal 46 (4): 435-457. https://doi. org/10.5465/30040637
Dvir T, Eden D, Avolio BJ, Shamir B (2002) Impact of transforma- tional leadership on follower development and performance: a field experiment. Academy of management journal 45 (4): 735-744. https://doi.org/10.5465/3069307
Dong Y, Bartol KM, Zhang ZX, Li C (2017) Enhancing employee creativity via individual skill development and team know- ledge sharing: Influences of dual‐focused transformational leadership. Journal of Organizational Behavior 38 (3): 439-458. https://doi.org/10.1002/job.2134
Edmondson A (1999) Psychological safety and learning behavior in work teams. Administrative science quarterly 44 (2): 350-383. https://doi.org/10.2307/2666999
Erdogan B, Bauer TN (2009) Perceived overqualification and its outcomes: the moderating role of empowerment. Journal of applied psychology 94 (2): 557-565. https://doi.org/10.1037/a0013528
Erdogan B, Bauer TN, Taylor S (2015) Management commit- ment to the ecological environment and employees: impli- cations for employee attitudes and citizenship behaviors. Human Relations 68 (1): 1669-1691. https://doi.org/10.1177/0018726714565723
Ergeneli A, Arı GSl, Metin S (2007) Psychological empowerment and its relationship to trust in immediate managers. Journal of Business Research 60 (1): 41-49. https://doi.org/10.1016/j.jbusres.2006.09.012
Finkelstein S, Hambrick DC (1997) Strategic leadership: top executives and their effects on organizations. Donaldson Reviews Finkelstein and Hambrick 22 (2): 221-224. South-Western Publishing Company. https://doi. org/10.1177/031289629702200205
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George JM, Zhou J (2002) Understanding when bad moods foster creativity and good ones don’t: the role of context and clarity of feelings. Journal of Applied Psychology 87 (4): 687-697. https://doi.org/10.1037/0021-9010.87.4.687
Granovetter M, Marsden P, Lin N (1982) Social structure and network analysis. The Network Construction of Individuals and Groups. Political Science 572/ Sociology 585.
Hackman JR, Oldham GR (1980) Work redesign. MA: Addison- Wesley. https://doi.org/10.1177/105960118200700110
Harris KJ, Wheeler AR, Kacmar KM (2009) Leader–member exchange and empowerment: direct and interactive effects on job satisfaction, turnover intentions, and performance. The Leadership Quarterly 20 (3): 371-382. https://doi. org/10.1016/j.leaqua.2009.03.006
Hechanova-Alampay R, Beehr TA (2001) Empowerment, span of control, and safety performance in work teams after workforce reduction. Journal of Occupational Health Psychology 6 (4): 275-282. https://doi.org/10.1037/1076-8998.6.4.275
Hempel PS, Zhang Z-X, Han Y (2012) Team empowerment and the organizational context decentralization and the contras- ting effects of formalization. Journal of Management 38 (2): 475-501. https://doi.org/10.1177/0149206309342891
Hirst G, Van Knippenberg D, Zhou J (2009) A cross-level perspective on employee creativity: goal orientation, team learning behavior, and individual creativity. Academy of Management Journal 52 (2): 280-293. https://doi.org/10.5465/ amj.2009.37308035
House RJ, Dessler G (1975) The path-goal theory of leadership. Journal of Contemporary Business 3: 81-97.
Humphrey SE, Nahrgang JD, Morgeson FP (2007) Integrating motivational, social, and contextual work design features: a meta-analytic summary and theoretical extension of the work design literature. Journal of Applied Psychology 92 (5): 1332-1356. https://doi.org/10.1037/0021-9010.92.5.1332
Ibarra H (1993) Network centrality, power, and innovation invol- vement: determinants of technical and administrative roles. Academy of Management Journal 36 (3): 471-501. https:// doi.org/10.5465/256589
Isenberg D (1988) Managerial thinking: an inquiring into how senior managers think. Book manuscript.
Janssen O (2001) Fairness perceptions as a moderator in the curvilinear relationships between job demands, and job performance and job satisfaction. Academy of management Journal 44 (5): 1039-1050. https://doi.org/10.5465/3069447
Jung DI, Sosik JJ (2002) Transformational leadership in work groups the role of empowerment, cohesiveness, and collective-efficacy on perceived group performance. Small group research 33 (3): 313-336. https://doi.org/10.1177/10496402033003002
Katz D, Kahn RL (1978) The social psychology of organizations, New York: Wiley, 1978: 1-838.
Kirkman BL, Rosen B (1999) Beyond self-management: an- tecedents and consequences of team empowerment. Academy of Management Journal 42 (1): 58-74. https://doi. org/10.5465/256874
Knippenberg Dv, Dreu Cd, Homan AC (2004) Work group diversity and group performance: an integrative model and research agenda. Journal of Applied Psychology 89 (6): 1008-1022. https://doi.org/10.1037/0021-9010.89.6.1008
Langfred CW (2007) The downside of self-management: a longi- tudinal study of the effects tf conflict on trust, autonomy, and task interdependence in self-managing teams. Academy of management Journal 50 (4): 885-900. https://doi.org/10.5465/ amj.2007.26279196
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