How Does Servant Leadership Influences Creativity? Enhancing Employee Creativity via Creative Process Engagement and Knowledge Sharing

Unlocking the creative potential of health-care employees: a serial mediation model

PURPOSE

This study aims to investigate the mediating roles of servant leadership and employee vitality in the relationship between psychological ownership and employee creativity among healthcare workers in Ghana.

DESIGN/METHODOLOGY/APPROACH

A sample of 736 public and private healthcare respondents was selected using a convenience sampling technique. Data collected using a self-reported questionnaire was analyzed via partial least square structural equation modeling.

FINDINGS

The findings reveal that psychological ownership directly improves employee creativity, while servant leadership and employee vitality mediate the relationship between psychological ownership and employee creativity separately and complementarily.

RESEARCH LIMITATIONS/IMPLICATIONS

The research used self-reported data, increasing the potential for common method variance. However, sufficient care was taken to minimize these limitations.

PRACTICAL IMPLICATIONS

This research makes valuable contributions to the field of healthcare practice literature. The findings suggest that management of health care entities should focus on creating a workplace culture that cultivates psychological ownership among employees and policies that enhance employee vitality and promote servant behavior to foster employee creativity.

ORIGINALITY/VALUE

This study represents one of the earliest attempts to examine a theoretical framework that connects servant leadership, employee vitality, employee creativity and psychological ownership within the context of the health service industry.

The impact of moral leadership on physical education teachers' innovation behavior: The role of identification with leader and psychological safety

With the growth of people's health needs and the impact of the COVID-19 pandemic, it is an inevitable trend to promote innovation behaviors of physical education (PE) teachers to innovate traditional physical education and adapt to national needs of sustainable development in the sports industry. Considering that moral leadership can promote innovation behavior of individuals through psychological factors, this study defines the types of innovation behavior, and from the perspective of psychological safety and identifying with leaders, discusses the impact of moral leadership on individuals' innovation behavior by using hierarchical multivariate regression analysis, which provides inspiration for schools to strengthen the innovation behavior of physical education teachers. In this study, 327 questionnaires were distributed to PE teachers in Chinese provinces and 287 valid questionnaires were collected. The analysis of the collected data was performed with the help of the SPSSAU data analysis platform. The following conclusions were drawn: First, moral leadership has a significant positive impact on the psychological safety and internal and external innovation of physical education teachers. Secondly, moral leadership influences employees' innovation behavior through psychological safety, and plays a part of intermediary role between moral leadership and internal and external innovation behavior; Third, by comparing the two impact mechanisms of innovation behavior, we found that moral leadership encourages employees to produce more external innovation behavior through psychological safety; Finally, strong leadership identity plays a positive role in regulating the relationship between moral leadership and innovation behavior.

The influence of benevolent leadership on knowledge sharing of postgraduate supervisor: A moderated mediating model

In order to explore the mechanism and boundary conditions of the influence of benevolent leadership on knowledge sharing, we took postgraduate supervisor as participants and constructed a moderated mediating effect model. In this study, a total of 1,083 valid questionnaires were collected by questionnaire method and the confirmatory factor analysis, correlation analysis, regression analysis, and Hayes's PROCESS macro were used to analyze the data. The results show that benevolent leadership positively affects knowledge sharing. Creative self-efficacy mediates the relationship between benevolent leadership and knowledge sharing. Professional identity moderates the relationship between benevolent leadership and creative self-efficacy, when the professional identity is (M - 1 SD) and (M + 1 SD), the moderating effect is significant, while when the professional identity is (M), the moderating effect is not significant. Research stress moderates the relationship between creative self-efficacy and knowledge sharing, when research stress is (M - 1 SD), (M), and (M + 1 SD), the moderating effect is significant. Professional identity and research stress jointly moderated the mediating effect of creative self-efficacy. Professional identity moderated the first half path of the mediating model, while research stress moderated the second half path of the mediating model. When the level of professional identity is high and research stress is high, benevolent leadership has the greatest positive influence on knowledge sharing through creative self-efficacy. When the level of professional identity is low and research stress is high, benevolent leadership has the greatest negative influence on knowledge sharing through creative self-efficacy. This study enriches the relevant research on benevolent leadership and knowledge sharing, explores the conditions and factors that enhance or buffer benevolent leadership, and shows that the best effect can be achieved when the leadership behavior is consistent with the situational factors.

The Impact of Leadership on Boosting Employee Creativity: The Role of Knowledge Sharing as a Mediator

In this study, we examined the role that knowledge sharing plays in mediating the relationship between the employee trust in leadership and employee innovation in the service sector in the United Arab Emirates (UAE). We included 346 people employed in the service industry. According to the study’s findings, having faith in one’s leader has a beneficial and discernibly positive impact on the degree to which employees share their knowledge and innovate. Knowledge sharing has a positive and substantial effect on the creativity of employees, and vice versa. According to the study’s findings, the openness of leaders partially mediates the willingness of employees to try new things and share information, which is a consequence of the trust that employees have in their leaders and their willingness to experiment with new concepts.

How servant leadership motivates young university teachers’ workplace well-being: The role of occupational commitment and risk perception

Drawing on the integration of social exchange theory and situational power theory, this paper explores the effect of servant leadership on young university teachers’ workplace well-being and explores the mediating effect of occupational commitment and the moderating effect of risk perception on the indirect effects of servant leadership on workplace well-being. A questionnaire was distributed using the Questionnaire Star online questionnaire platform and a two-wave time-lagged design was used to collect 215 survey samples of young teachers from Chinese higher education institutions. SPSS 23.0 was used to test the hypothesized relationship between the variables. Results revealed that servant leadership was positively related to young university teachers’ workplace well-being. Occupational commitment plays a partial mediating role in linking servant leadership and young university teachers’ workplace well-being. Risk perception plays a moderating role in the indirect relationship between servant leadership, occupational commitment, and workplace well-being. When risk perception has a low level, the mediating effect of occupational commitment is stronger.

In search of mediators of leadership behavior to Team Creativity in Team Start-ups

Creativity is believed as the first step to innovation, especially in a team or workgroup in an organization. Team Creativity will lead to several innovations in a team, such as product and process innovation. Team leaders play a significant role in embracing Team Creativity. Our study investigates the mediator variables to foster the impact of leadership behavior on Team Creativity in Team Start-up. Earlier research shows that two value-based leadership styles, Transformational and Servant Leadership, significantly affect a team's creativity. We proposed two mediators of leadership behavior to foster Team Creativity: Team Climate and Team Ambidexterity. The sample is early Team Start-ups in several cities in Indonesia, run and led by young people. It is empirical cross-sectional quantitative research with more than 434 participants aggregated into 145 teams. The result shows that Team Climate and Team Ambidexterity are good mediators of Servant and Transformational Leadership behavior to Team Creativity in Team Start-ups. The two variables maximize the impact of leadership behavior on Team Creativity.