Journal
ORGANIZATIONAL BEHAVIOR AND HUMAN DECISION PROCESSES
Volume 124, Issue 2, Pages 150-164Publisher
ACADEMIC PRESS INC ELSEVIER SCIENCE
DOI: 10.1016/j.obhdp.2014.02.002
Keywords
Creativity; Empowering leadership; Uncertainty avoidance; Trust; Creative self-efficacy
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Taking an interactional approach, we hypothesized that (a) there is an interaction between empowering leadership, uncertainty avoidance, and trust that affects creativity, such that empowering leadership has the strongest positive relationship with creativity when the employees have high levels of uncertainty avoidance and trust their supervisors; and (b) creative self-efficacy mediates the effect that this three-way interaction between empowering leadership, uncertainty avoidance and trust has on creativity. In Study 1, we used a time-lagged research design, collecting multi-source data from 322 employees and their supervisors. The results of Study 1 supported our hypotheses. In Study 2, we used a more temporally rigorous research design in which data were collected in three stages, with a two-month time interval separating Stages 1 and 2, and Stages 2 and 3. On the basis of the time-lagged and multi-source data from 199 employees and their supervisors, Study 2 produced the same results as Study 1. We discuss the implications of these results for future research and practice. (C) 2014 Elsevier Inc. All rights reserved.
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