The relationship between empowering leadership and radical creativity

Drawing on the conservation of resource theory, we theorized and tested a serial mediation model linking empowering leadership with employee radical creativity through job control and willingness to take risks. We tested our hypotheses using data collected from a time-lagged and multisource survey o...

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Detalles Bibliográficos
Autores principales: Yin, Wenjun, Liu, Su
Formato: Online Artículo Texto
Lenguaje:English
Publicado: Frontiers Media S.A. 2022
Materias:
Psychology
Acceso en línea:https://www.ncbi.nlm.nih.gov/pmc/articles/PMC9590675/
https://www.ncbi.nlm.nih.gov/pubmed/36300070
http://dx.doi.org/10.3389/fpsyg.2022.1002356
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author Yin, Wenjun
Liu, Su
author_facet Yin, Wenjun
Liu, Su
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description Drawing on the conservation of resource theory, we theorized and tested a serial mediation model linking empowering leadership with employee radical creativity through job control and willingness to take risks. We tested our hypotheses using data collected from a time-lagged and multisource survey of 385 employees in 84 research and development teams from 20 different companies. The results demonstrated that empowering leadership had a positive indirect effect on employee radical creativity via job control and willingness to take risks, and the error management climate was found to strengthen this indirect effect. Theoretical and practical implications are also provided in the discussion section.
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spelling pubmed-95906752022-10-25 The relationship between empowering leadership and radical creativity Yin, Wenjun Liu, Su Front Psychol Psychology Drawing on the conservation of resource theory, we theorized and tested a serial mediation model linking empowering leadership with employee radical creativity through job control and willingness to take risks. We tested our hypotheses using data collected from a time-lagged and multisource survey of 385 employees in 84 research and development teams from 20 different companies. The results demonstrated that empowering leadership had a positive indirect effect on employee radical creativity via job control and willingness to take risks, and the error management climate was found to strengthen this indirect effect. Theoretical and practical implications are also provided in the discussion section. Frontiers Media S.A. 2022-10-10 /pmc/articles/PMC9590675/ /pubmed/36300070 http://dx.doi.org/10.3389/fpsyg.2022.1002356 Text en Copyright © 2022 Yin and Liu. https://creativecommons.org/licenses/by/4.0/This is an open-access article distributed under the terms of the Creative Commons Attribution License (CC BY). The use, distribution or reproduction in other forums is permitted, provided the original author(s) and the copyright owner(s) are credited and that the original publication in this journal is cited, in accordance with accepted academic practice. No use, distribution or reproduction is permitted which does not comply with these terms.
spellingShingle Psychology
Yin, Wenjun
Liu, Su
The relationship between empowering leadership and radical creativity
title The relationship between empowering leadership and radical creativity
title_full The relationship between empowering leadership and radical creativity
title_fullStr The relationship between empowering leadership and radical creativity
title_full_unstemmed The relationship between empowering leadership and radical creativity
title_short The relationship between empowering leadership and radical creativity
title_sort relationship between empowering leadership and radical creativity
topic Psychology
url https://www.ncbi.nlm.nih.gov/pmc/articles/PMC9590675/
https://www.ncbi.nlm.nih.gov/pubmed/36300070
http://dx.doi.org/10.3389/fpsyg.2022.1002356
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