Participative leadership effects on followers' radical creativity: role of creative process engagement and supervisor support for creativity

IF 1.6 Q2 Business, Management and Accounting Evidence-based HRM-A Global Forum for Empirical Scholarship Pub Date : 2023-03-28 DOI:10.1108/ebhrm-11-2021-0239
Md. Nurun Nabi, Mst. Marium Akter
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Abstract

PurposeDrawn on self-determination (SDT) and social cognitive theory (SCT), this study examines how participative leadership (PL) influences the creative process engagement of followers (CPE) on fostering followers' radical creativity (FRC) through the supervisor support for creativity (SSC). It also demonstrates the CPE as a cognitive mediator between PL and FRC and SSC as a behavioral moderator between PL and CPE in Asia's manufacturing settings.Design/methodology/approachThe research is quantitative, and data are gathered using a questionnaire and a survey of Bangladesh's 252 textile and apparel industry respondents. SPSS 26 and SMART PLS 3.8 evaluated the measurement and structural models and other descriptive analyses for hypothesis testing and result confirmation.FindingsThe findings revealed that PL positively impacted followers' creative process engagement. Again, the CPE of followers was used to mediate PL and FRC to promote and determine radical creativity. Moreover, the research also found a substantial correlation between PL and the creative process involved in supervisor support for creativity, which increases followers' radical creativity.Research limitations/implicationsThis study contributes to the current literature by extending the scope of PL, CPE, FRC, SDT and SCT theory incorporating supervisor support.Practical implicationsThe findings showed that textile and apparel industry managers, leaders and practitioners could use participatory leadership to engage in collaborative leader-follower creativity goal setting, creativity-relevant thinking and talent flourishing to encourage and motivate creativity through supervisor support to followers to foster radical creativity.Originality/valueThe results demonstrate the colloquial expression in behavioral mechanism (creative process engagement) nurtured with the cognitive tool, shedding insight into the link between PL and radical creativity in followers (SSC for promoting radical creativity).
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参与式领导对下属激进创造性的影响:创造性过程参与和主管对创造性支持的作用
目的本研究以自我决定理论(SDT)和社会认知理论(SCT)为基础,探讨参与式领导(PL)如何影响追随者的创造过程参与(CPE),并通过主管对创造力的支持(SSC)促进追随者激进创造力(FRC)。在亚洲制造业背景下,CPE作为绩效与财务绩效之间的认知中介,而SSC作为绩效与绩效之间的行为调节因子。设计/方法/方法该研究是定量的,数据是通过问卷调查和对孟加拉国252家纺织和服装行业受访者的调查收集的。SPSS 26和SMART PLS 3.8评估了测量和结构模型以及其他描述性分析,以进行假设检验和结果确认。研究结果显示,PL对追随者的创作过程投入产生了积极影响。同样,追随者的CPE被用来调解PL和FRC,以促进和确定激进的创造力。此外,研究还发现,在上司对创造力的支持中,员工敬业度与创造过程之间存在显著的相关性,从而增加了追随者的激进创造力。研究局限/启示本研究扩展了PL、CPE、FRC、SDT和SCT理论的范围,并纳入了导师的支持,对现有文献有所贡献。研究结果表明,纺织服装行业的管理者、领导者和实践者可以通过参与式领导参与到领导者-追随者的协同创新目标设定、创新相关思维和人才发展中,通过主管对追随者的支持来鼓励和激励创新,从而培养激进的创造力。原创性/价值研究结果证明了认知工具培养的行为机制(创造性过程参与)中的口语化表达,揭示了PL与追随者激进创造力(SSC促进激进创造力)之间的联系。
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来源期刊
CiteScore
2.70
自引率
6.20%
发文量
39
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