Employees are key drivers of organizational innovation,and their creative performance is crucial for the survival and growth of an organization.While external and innovation oriented management practices may produce s...Employees are key drivers of organizational innovation,and their creative performance is crucial for the survival and growth of an organization.While external and innovation oriented management practices may produce short-term results,sustained and proactive innovation depends on employees’intrinsic motivation,continuous learning,and psychological vitality.This study,drawing on social identity theory,examines the effect of organizational identification on employee creative performance,with a focus on the mediating role of thriving at work and the moderating effect of servant leadership.Using survey data collected at four different time points from 202 leader-subordinate pairs,the study employs Partial Least Squares Structural Equation Modeling to test the proposed hypotheses.The findings indicate that organizational identification promotes employee creative performance through the partial mediation of thriving at work,with thriving at work-learning being more prominent than thriving at work-vitality.This indirect effect is further moderated by servant leadership.When servant leadership is strong,the positive effect of organizational identification on thriving at work and consequently on employee creative performance is amplified.Specifically,the mediating role of thriving at work learning is more significantly moderated by servant leadership than thriving at work vitality.These findings offer practical insights for fostering proactive innovation among employees and promoting sustainable development in enterprises.展开更多
Leadership plays a crucial role in fostering employee innovation.Which kind of leadership style is more closely associated with higher levels of employee innovation?This question remains a matter of debate in empirica...Leadership plays a crucial role in fostering employee innovation.Which kind of leadership style is more closely associated with higher levels of employee innovation?This question remains a matter of debate in empirical research.To answer this question,this study proposes a theoretical framework based on self-determination theory(SDT)to explain the variation in correlation coefficients between different leadership styles and employee innovation.Using meta-analysis,this study synthesizes evidence from 432 independent empirical studies(229 in Chinese and 203 in English,with a total sample size of 161,599)to test the hypotheses.The results show that:(1)Transactional leadership,ethical leadership,transformational leadership,servant leadership,leader-member exchange(LMX),empowering leadership,inclusive leadership,and authentic leadership all have significant positive correlations with employee creative performance,with the correlation increasing;(2)factors such as individualism,the method of performance appraisal,the time point of data collection,the measurement of leadership styles,the measurement of employee creative performance,and publication language partially moderate the relationship between leadership styles and employee creative performance.The results align with the theoretical forecasting and contribute to the development of SDT.More importantly,this study provides key practical insights for managers by suggesting that employing the appropriate leadership style can effectively enhance employee creative performance.展开更多
基金supported by the Fundamental Research Funds for the Central Universities(No.2019jbkyzy011)。
文摘Employees are key drivers of organizational innovation,and their creative performance is crucial for the survival and growth of an organization.While external and innovation oriented management practices may produce short-term results,sustained and proactive innovation depends on employees’intrinsic motivation,continuous learning,and psychological vitality.This study,drawing on social identity theory,examines the effect of organizational identification on employee creative performance,with a focus on the mediating role of thriving at work and the moderating effect of servant leadership.Using survey data collected at four different time points from 202 leader-subordinate pairs,the study employs Partial Least Squares Structural Equation Modeling to test the proposed hypotheses.The findings indicate that organizational identification promotes employee creative performance through the partial mediation of thriving at work,with thriving at work-learning being more prominent than thriving at work-vitality.This indirect effect is further moderated by servant leadership.When servant leadership is strong,the positive effect of organizational identification on thriving at work and consequently on employee creative performance is amplified.Specifically,the mediating role of thriving at work learning is more significantly moderated by servant leadership than thriving at work vitality.These findings offer practical insights for fostering proactive innovation among employees and promoting sustainable development in enterprises.
基金supported by the National Natural Science Foundation of China(No.71802015).
文摘Leadership plays a crucial role in fostering employee innovation.Which kind of leadership style is more closely associated with higher levels of employee innovation?This question remains a matter of debate in empirical research.To answer this question,this study proposes a theoretical framework based on self-determination theory(SDT)to explain the variation in correlation coefficients between different leadership styles and employee innovation.Using meta-analysis,this study synthesizes evidence from 432 independent empirical studies(229 in Chinese and 203 in English,with a total sample size of 161,599)to test the hypotheses.The results show that:(1)Transactional leadership,ethical leadership,transformational leadership,servant leadership,leader-member exchange(LMX),empowering leadership,inclusive leadership,and authentic leadership all have significant positive correlations with employee creative performance,with the correlation increasing;(2)factors such as individualism,the method of performance appraisal,the time point of data collection,the measurement of leadership styles,the measurement of employee creative performance,and publication language partially moderate the relationship between leadership styles and employee creative performance.The results align with the theoretical forecasting and contribute to the development of SDT.More importantly,this study provides key practical insights for managers by suggesting that employing the appropriate leadership style can effectively enhance employee creative performance.
