Journal
INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT
Volume 28, Issue 5, Pages 724-749Publisher
ROUTLEDGE JOURNALS, TAYLOR & FRANCIS LTD
DOI: 10.1080/09585192.2015.1109535
Keywords
Creative self-efficacy; employee creativity; job autonomy; job involvement; leader creativity expectations
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Funding
- National Natural Science Foundation of China [71032003, 71472122, 71172109]
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This study presents a moderated mediation model of leader creativity expectations to investigate the effects of leader creativity expectations on employee creativity. Using matched data from 255 employees and their supervisors in the R&D center of an automotive company in China, we found that creative self-efficacy mediated the positive relationship between leader creativity expectations and employee creativity. By integrating social cognitive theory and the interactionist perspective, we further identified job involvement and job autonomy as personal and situational moderators in the relationship between leader creativity expectations and employee creative self-efficacy. As the level of job involvement and job autonomy rose, the relationship between leader creativity expectations and employee creative self-efficacy was stronger. Furthermore, we also found job involvement served as a moderator in the mediational chain for the path from leader creativity expectations to employee creativity via creative self-efficacy. We discuss the theoretical contributions and practical implications for human resource management.
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