How does empowering leadership promote employee creativity? The sequential mediating mechanism of felt obligation for constructive change and job crafting

被引：5
|
作者：
Zhou, Yu [1 ]
Cheng, Yuan [2 ]
Liu, Guangjian [3 ]
Zhang, Zhipeng [4 ]
Zhu, Huaiqian [1 ]
机构：
[1] Renmin Univ China, Sch Business, 59 Zhongguancun St, Beijing 100872, Peoples R China
[2] Beijing Int Studies Univ, Business Sch, Beijing, Peoples R China
[3] Shandong Univ, Sch Management, Jinan, Shandong, Peoples R China
[4] China Univ Lab Relat, Sch Labor Relat & Human Resources, 45 Zengguang Rd, Beijing 100000, Peoples R China
来源：
JOURNAL OF VOCATIONAL BEHAVIOR | 2024年 / 148卷
基金：
中国国家自然科学基金;
关键词：
Empowering leadership; Creativity; Felt obligation for constructive change; Job crafting; Organizational identification; MODERATING ROLE; PSYCHOLOGICAL EMPOWERMENT; MANAGEMENT TEAMS; WORK ENGAGEMENT; VOICE BEHAVIOR; MODEL; PERFORMANCE; INNOVATION; MOTIVATION; ORGANIZATIONS;
D O I：
10.1016/j.jvb.2023.103955
中图分类号：
B849 [应用心理学];
学科分类号：
040203 ;
摘要：
Integrating the reciprocity lens and the componential model of creative process, we develop novel theoretical insights regarding how and when empowering leadership promotes employee creativity. In a scenario-based experimental study of 198 participants (Study 1), we found that empowering leadership was positively related to employees' felt obligation for constructive change, especially for employees who had a high level of organizational identification. In a three-wave field survey study of 221 employees and their direct supervisors (Study 2), we found that organizational identification strengthened the positive effects of empowering leadership on employees' felt obligation for constructive change. Furthermore, employees' felt obligation for constructive change was positively associated with job crafting behavior, subsequently employee creativity. Our research generates valuable insights into how and when empowering leadership enhances employee creativity.
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页数：17
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