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The main purpose of this study is to determine the relationship between authentic leadership and employee creative behaviour and to reveal two different mediating mechanisms (i.e., job complexity and autonomous motivation) through which authentic leadership influences employee creative behaviour. This study is based on self-determination theory. A...
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... pointing towards the absence of common method variance. Table 5 shows the results before and after for the marker variable. Sources: developed by the authors. ...Citations
... Thirdly, past research also shows that transformational leadership and authentic leadership are both positively related to subordinates' autonomous motivation (Bono and Judge, 2003;Wang and Gagné, 2013;Fateh et al., 2020). Transformational leaders autonomously motivate their subordinates by clearly communicating expectations, by articulating a vision, by gaining followers' trust, and by spending time teaching and coaching their subordinates (Trépanier et al., 2013;Wang and Gagné, 2013). ...
... Transformational leaders autonomously motivate their subordinates by clearly communicating expectations, by articulating a vision, by gaining followers' trust, and by spending time teaching and coaching their subordinates (Trépanier et al., 2013;Wang and Gagné, 2013). Authentic leaders, on the other hand, autonomously motivate their subordinates by supporting, encouraging, and validating their potential, by empowering them to find solutions on their own, by providing constructive and developmental feedback, and by letting them make their own decisions (Fateh et al., 2020). Consequently, encouraging such managerial practices amongst directors and leaders provides organizations with another promising avenue to promote subordinates' autonomous motivation (Trépanier et al., 2013;Fateh et al., 2020). ...
... Authentic leaders, on the other hand, autonomously motivate their subordinates by supporting, encouraging, and validating their potential, by empowering them to find solutions on their own, by providing constructive and developmental feedback, and by letting them make their own decisions (Fateh et al., 2020). Consequently, encouraging such managerial practices amongst directors and leaders provides organizations with another promising avenue to promote subordinates' autonomous motivation (Trépanier et al., 2013;Fateh et al., 2020). ...
In a context where the amount of red tape in healthcare organizations continues to rise, head nurses’ job satisfaction is constantly under pressure. By building on the Job Demands-Resources model, we developed a theoretical model investigating the relationship between red tape and job satisfaction. By investigating the mediating role of discretionary room and the moderating role of autonomous motivation in this relationship, this study does not only aim to provide additional knowledge regarding the underlying mechanisms in this relationship, but also to increase our understanding of how this suffering at work can be mitigated. Our conditional process analyses (N = 277 head nurses) indicate that red tape undermines head nurses’ job satisfaction and that discretionary room acts as an underlying mechanism in this process. By revealing the mediating role of discretionary room, this study advances our understanding of the risks originating from red tape for leaders. Furthermore, our findings also indicate that autonomous motivation mitigates the negative relation between red tape and discretionary room and between red tape and job satisfaction. As autonomous motivation turns out to be an important protection mechanism against the negative consequences of red tape, organizations should put extra effort into stimulating the autonomous motivation of their leaders. When organizations make sure that their leaders’ job designs and work environments meet the need for autonomy, competence, and relatedness, leaders will become more autonomously motivated, which will buffer the negative impact of red tape.
... Daarnaast is het ook belangrijk dat zij hun medewerkers aanmoedigen zelf initiatief te nemen en oplossingen te bedenken. Zo kunnen leidinggevenden inzetten op coachend leiderschap door voldoende verantwoordelijkheden en autonomie te geven aan hun medewerkers, maar ook door informatie met hen te delen en hen te betrekken in besluitvormingsprocessen (Fateh et al., 2020;Fernet et al., 2021). Deze coachende werkomgeving zal ertoe leiden dat medewerkers geïnteresseerd zijn in hun werk en plezier halen uit het uitvoeren van hun taken, wat resulteert in een hogere autonome motivatie (Gagné & Deci, 2005;Trépanier et al., 2013). ...
The Southern Indian IT sector thrives on innovation but promoting employee creativity requires specific leadership approaches. This study aims to explore the influence of inclusive leadership on employee creative behavior, considering the mediating factor of autonomous motivation in southern Indian IT. The study situates the relationship between these variables within the framework of the self-determination theory. The survey, conducted with convenience sampling, involved 354 participants employed in the southern region of Indian IT sectors. The suggested simple mediation model was scrutinized by employing PLS-SEM. The findings indicated a favorable influence of inclusive leadership on the promotion of employee creative behavior, and autonomous motivation. Inclusive leadership practices cultivate an environment that fosters intrinsic motivation increasing employee creativity. The reliability of the outcomes may be impaired because of the limited sample size and the utilization of a cross-sectional study design. Also, these results imply that organizations and managers who want to see more employee creative behavior from their employees could do so by implementing inclusive leadership practices. This research contributes to the understanding of leadership style and employee creativity in the southern Indian IT sector. By highlighting the mediating role of autonomous motivation, the study encourages IT organizations to adopt inclusive leadership practices that develop intrinsic motivation and liberate employee creative potential. This promotes competitive advantages in the dynamic IT sector.
Employee’s challenge-oriented organizational citizenship behavior (COCB) has gained high potential in the recent era of innovations and amplified competition. Accordingly, to grow and lead the market, firms prefer employees who exhibit creative behavior in workplace. Based on optimal distinctiveness theory (ODT) this study aims to investigate how inclusive leadership (IL) stimulates employee’s challenge-oriented organizational citizenship behavior (COCB) and to determine the mediating role of inclusive climate (IC). To assess the study hypotheses, data were collected from 398 employees working in small size IT firms operating in Pakistan. A cross-sectional survey-type questionnaire was designed and distributed among employees in their natural workplace. Initially using Amos-23, CFA his established the prominence of variables used in this particular study. AMOS-SEM results revealed that IL stimulates COCB in work unit, and IC partially mediates the association between IL and employee’s COCB. This study significantly contributes to both leadership and challenge-oriented organizational citizenship behavior literature, as in the past studies little attention was given to the impact of inclusive leadership to envisage employee’s COCB directly and via mediation of inclusive climate. Moreover, theoretical and managerial implications are also discussed in detail.
Due to the development of the fatal coronavirus, the world has experienced the most challenging circumstances in the Indian economy, educational systems, and activities. This study aims to discover the different measures implemented by the Indian government to satisfy Covid-19 requirements,including the effectiveness of E-learning in enhancing literacy, education, and skills. During the Covid-19 period, student learning outcomes and satisfaction were remarkably high. The Indian government has implemented new initiatives to increase literacy rates. Various initiatives, including “Diksha,Swayam Prabha Channel, Shiksha Van, E-Pathshala, and the National Repository of Open Educational Resources, were established by the Department of School Education and Literacy and the Ministry Of Human Resources Development (MHRD) (NROER)”. Covid has created a vast impact in rural regions,where there were significant power fluctuation, a lack of technology, and a lack of a decent internet connection. Online technical interference has various facilities, like the form of PDF papers, photos,activities, 3D models, case studies, and theories, in online classrooms. Rural students should enrol themselves in online degree Programmes as it will improve their litera
Bu çalışmada çağdaş yönetim yaklaşımlarından dönüştürücü ve otantik liderlik kavramlarının örgütsel yaratıcılık üzerindeki etkisinde pozitif psikolojik sermayenin (PPS) aracı rolünün incelenmesi amaçlanmıştır. Bu kapsamda Türkiye’de faaliyet gösteren 7 havayolu kargo işletmesinde çalışmanın araştırması gerçekleştirilmiştir. Havayolu kargo işletmelerinde çalışan 580 beyaz yakalı çalışandan veri toplanmıştır. Araştırmanın verilerine frakans dağılımı analizleri, açıklayıcı ve doğrulayıcı faktör analizleri, güvenilirlik analizi, korelasyon analizi ve yapısal eşitlik modeli uygulanmıştır. Araştırma bulgularına göre, Dönüştürücü ve Otantik Liderliğin PPS ve Örgütsel Yaratıcılık üzerinde anlamlı etkisi bulunmaktadır. PPS’nin Örgütsel Yaratıcılık üzerinde anlamlı etkiye sahip olduğu da belirlenmiştir. Ayrıca, Dönüştürücü ve Otantik Liderliğin Örgütsel Yaratıcılık üzerindeki etkisinde PPS’nin kısmi aracılık etkisi bulunmuştur.
