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Exploring the pathway to innovation: the mediating role of employee engagement in the Trust-Creativity Nexus
Purpose: Leaders encourage employee innovation for organizational effectiveness, but the perception of ethical leadership and factors like trust and organizational climate can influence this dynamic. This study assessed leadership trust and organizational climate as explanatory factors influencing the association between ethical leadership and creativity.Design: Responses were sought from 354 employees from a multinational organization in manufacturing in Ghana. The respondents completed questionnaires that measured ethical leadership, employee trust in leadership, organizational climate, and creativity.Findings: The findings using the PROCESS macro indicated a positive relationship between ethical leadership and creativity. The influence of ethical leadership on creativity was confirmed to be moderated by organizational climate and partially mediated by employees’ trust in leadership. The findings clearly highlight the eminence of leadership trust and organizational climate in explaining ethical leadership's impact on employees' creativity. Practical Implications: The study implies that organizations aiming to enhance creativity and effectiveness should promote ethical leadership while considering the influence of trust and the overall work environment. This study is the first of its kind to assess the underlying mechanisms of leadership trust and organizational climate in explaining the linkage between ethical leadership and employee creativity.
The effect of Employee Engagement on Organizational Performance and the nature of Engagement-Performance linkage is new area of research in public service organizations of Ethiopia. Drawing on SET, the present study investigated the impact of Engagement on Performance of Public Service Organizations. The study also examined the moderating effect of Trust in Supervisor on the connection between Engagement-Performance. The study employed descriptive research design using cross-sectional data of 340 employees from nine federal public service organizations. The theorized three-factor model was validated through SEM. The legitimacy and reliability of the measurement and structural model was ensured using CFA. The finding of the study revealed that engagement has direct and significant effect on organizational performance. It was also found that Trust in Supervisor has significant effect on organizational performance. However, contrary to our expectation, the SEM analysis result demonstrated that Trust in Supervisor has no moderation effect on the relationship between Engagement and Performance, indicating that Trust in Supervisor has its own independent effect on performance of public service organizations. The result of the study adds to the current writing by incorporating the factors that help to improve performance. The study suggested that much investment should be made on the HR to build an engaged workforce to enhance performance.
Based on 7,939 business units in 36 companies, this study used meta-analysis to examine the relationship at the business-unit level between employee satisfaction–engagement and the business-unit outcomes of customer satisfaction, productivity, profit, employee turnover, and accidents. Generalizable relationships large enough to have substantial practical value were found between unit-level employee satisfaction–engagement and these business-unit outcomes. One implication is that changes in management practices that increase employee satisfaction may increase business-unit outcomes, including profit.
Creativity is modern era productivity. Many efforts have been made to enhance employee creativity. This study adopted the social exchange model of creativity to understand in-depth the integrated effect of affective and cognitive trust in supervisor (ATS/CTS) on employee creativity. We recruited 528 subordinates who completed a three-wave survey at one-month intervals. Multilevel modeling results showed that ATS and CTS were positively related to employee creativity. Moreover, information sharing served as a mediator for the relationship between CTS and employee creativity, but not between ATS and employee creativity. In addition, the mediation effect of information sharing on ATS-employee creativity was significant for employees with high levels of CTS but not for those with low levels of CTS. Our results suggested an integrated effect of ATS and CTS in information sharing and its consequences on employee creativity. We have confirmed and extended the social exchange model by examining the integrated effect of ATS and CTS on employee creativity. CTS seems to be a threshold in the relationship between ATS and employee information sharing. Our findings clarify ways to develop human resource training to promote ATS and CTS to foster employee creativity.
The connection between leadership styles and employees' innovative behavior has been widely investigated. However, none of the studies examine employees' organizational trust in the public sector. Based on the social exchange theory, this study fills the gap by examining the relationship between transformational and transactional leadership, organizational trust, and innovative behavior of millennial public employees. It also explored the effect of transformational and transactional leadership on innovative behavior mediated by organizational trust. A cross-sectional design was applied by distributing questionnaires to 320 public servants studying at the Universitas Indonesia to obtain their responses. The data were then analyzed using a partial least square structural equation modeling (PLS-SEM). The results showed that transformational and transactional leadership affect the innovative behavior of millennial public employees mediated by organizational trust. This study enriches the knowledge regarding innovative behavior and contributes to public human resources management by enhancing organizational trust.
Purpose
Drawing on the growing emphasis in the literature on the importance of creativity in the workplace, the present study examines the effect of personal and organizational level factors that influences employee creativity. Precisely, we examine how grit, work engagement, person-organization fit, and feedback influence creativity in the workplace.
Design/methodology/approach
We sampled data from 422 research assistants who are professional workers at top-notch Universities in China. They were recruited to participate in the survey through an online medium known as WeChat. We empirically tested the effect of grit, work engagement, person-organization fit, and feedback on employee creativity. These hypotheses were supported by confirmatory and exploratory factor analysis, and path analysis.
Findings
The results show that work engagement strengthens the relationship between grit and creativity. In addition, the results proved that person-organization fit positively moderates the link between grit and work engagement. Feedback also had a positive mediating effect on the link between work engagement and creativity.
Practical implications
Based on the appropriateness of an individual work environment, a gritty person will likely become engaged and creative with task execution. Consequently, a person’s organizational fit will strongly interact with grit, work engagement, and creativity.
Originality/value
We shed light on the blended value of personal and organizational-level factors that positively affect creativity in the workplace. Specifically, grit being both a personal and organizational factor influences employee creativity via work engagement. This research explored the effect of work engagement as a mechanism that serves as a motivational feature enhancing creativity. We also simultaneously identify the moderation conditions of person-organization fit and feedback. The theoretical and practical implications of the findings are discussed in detail. The study makes a theoretical contribution through its assessment of the impact of grit on employee creativity. The trait activation theory portrays how grit can be expressed through feedback and person-organization fit. In terms of practice, grit can be an important consideration in hiring decisions, and feedback should be given to make the workplace more creative.
Purpose
This study aims to investigate the relationship between empowering leadership and employee creativity and the mediating roles of work engagement and knowledge sharing in this relationship.
Design/methodology/approach
Using the results of a survey of 302 knowledge workers from a leading telecommunications company in South Korea, the relationships among the variables empowering leadership, work engagement and knowledge sharing on employee creativity were analyzed using conducted confirmatory factor analysis and structural equation modeling. This study conducted bootstrap analyses to test the mediating effects.
Findings
Empowering leadership was positively and significantly associated with work engagement and knowledge sharing. Work engagement was significantly related to knowledge sharing and employee creativity. In turn, knowledge sharing was significantly associated with employee creativity. The direct effect of empowering leadership on employee creativity was nonsignificant, but this study found a significant indirect effect of empowering leadership on employee creativity via the significant mediating roles of work engagement and knowledge sharing.
Originality/value
This study introduced empowering leadership that may work for knowledge workers who create new ideas by analyzing data from the knowledge workers’ perceptions of their leaders in the workplace. The intuitive linkage between work engagement and knowledge sharing was empirically verified in this study. This study’s findings and implications provide direction for knowledge workers and how their managers should support employees’ work environment and activities.
In 2021, the third edition of our introductory book A Primer on Partial Least Squares Structural Equation Modeling (PLS-SEM) was published (Hair, Hult, Ringle, & Sarstedt, 2022). The book covers the latest developments in the ield, including recent advances in model evaluation (e.g., inference testing in discriminant validity assessment, predictive
power assessments using PLS predict comparisons), improved guidelines for minimum sample sizes, and new complementary methods and concepts such as necessary condition analysis and endogeneity. The book has been highly successful as evidenced
in its citation count of more than 24,000 times according to Google Scholar (as of August
2021), and the translations into seven other languages, including in German (Hair et al.,
2017), Italian (Hair et al., 2020), and Spanish (Hair et al., 2019). One of the book’s features
that has likely contributed to its popularity is our strong focus on pedagogical elements,
most notably our reliance on a single running case study and the commercial SmartPLS 3 software (Ringle, Wende, & Becker, 2015), which stands out due to its frictionless design, allowing novice researchers to quickly specify and estimate PLS path models (Memon et al., 2021; Sarstedt & Cheah, 2019).
Strong leadership in public sector innovation can empower governments to address community challenges in new ways in light of the challenges posed by the global coronavirus pandemic. Coronavirus management policy, pandemic responses, needs, and options are reflected in various Asian countries in respective published literature, but a summarized synthesis is not available. Using a systematic review approach (PRISMA), this study has analyzed the role of leadership in public sector innovation in COVID-19 management and synthesized 23 articles from 23 different Asian countries. In the light of available data, public sector innovation (PSI) and the role played by the leadership of each country' have been found to be largely inter-dependent. The current review provides a cross-section of the ongoing nature of the pandemic, as management responses and trend data in the countries are still emerging or evolving. Additionally, our study contributes a current state report regarding the barriers facing the leadership of Asian countries in mitigating the global pandemic through PSI. Our study found that a strong political leadership presence combined with a technocratic approach and a highly-skilled public sector workforce, could lead to more tremendous success in managing the outbreak. Furthermore, religious leadership was also found to have a potentially significant role in COVID-19 management strategies.
Partial least squares structural equation modeling (PLS-SEM) has become a standard approach for analyzing complex inter-relationships between observed and latent variables. Researchers appreciate the many advantages of PLS-SEM such as the possibility to estimate very complex models and the method’s flexibility in terms of data requirements and measurement specification.
This practical guide provides a step-by-step treatment of the major choices facing researchers when analyzing PLS models using R, a free software environment for statistical computing, which runs on Windows, MacOS, and UNIX computer platforms (https://www.r-project.org/). Adopting the R software’s SEMinR package, which brings a friendly syntax to creating and estimating structural equation models, each chapter offers a concise overview of relevant topics and metrics, followed by an in-depth description of a case study. Simple instructions give readers the “how-tos” of using SEMinR to obtain solutions and document their results. Rules of thumb in every chapter provide guidelines on best practices in the application and interpretation of PLS-SEM.
This paper investigates employee engagement, authentic leadership and human capital factors' influences on the creative behaviors of bank employees within Nigeria's banking industry. This investigation's sample was taken from a selection of banks (Guarantee Trust Bank Plc, First Bank Plc, and United Bank For Africa Plc) across the Lagos and Ibadan cities of Lagos and Oyo States, Nigeria. This paper adopts a survey study approach, and questionnaires were randomly circulated. However, out of the 300 questionnaires distributed, 273 were fit to be used for the research and analyzed via statistical packages for social sciences (SPSS vs. 26). The current findings suggest that the younger the bank employees, the more creative they are. The higher their educational level and work experience, the more creative they are within Nigeria's banking industry. The current investigation further established that employee engagement and authentic leadership significantly and positively influence creativity amongst employees within Nigeria's banking industry. Therefore, the management of the Nigerian banks needs to consider spurring of employees' sense of belonging and engagement to help stimulate and nurture their creativity. They should also consider essential authentic leadership training for their managers to help them discharge their leadership functions, related to the positive development of their subordinates' creative behaviors and the human capital factors in stimulating employee creativity.
The aim of this study is to examine the relationship between perceived organizational support and employee creativity mediated by work engagement. We report the results from a questionnaire survey on a sample of 492 professional employees (219, 44.51% females and 273, 55.49% males) employed in two major industries in the United Kingdom. Our findings based on regression analysis show that work engagement mediates the relationship between perceived organizational support and employee creativity. In summary, employees who experience perceived organizational support will promote work engagement and employee creativity more so than employees with low levels of perceived organizational support. We contribute to knowledge by proposing an overall theoretical background to organizational support theory and the job demands-resources model by incorporating social exchange theory. To-date, very few studies have examined the role of work engagement in the relationship between perceived organizational support and employee creativity. While researchers know how perceived organizational support effects employees’ commitment, productivity, satisfaction and turnover intention, this study concentrates on how perceived organizational support leads to employee creativity.
Due to economic downturns and structural pressures, the telecommunication sector have frequently had to go through structural change to remain competitive. This could distract telecommunication sector away from focusing on trusting relationships leading towards failure in managing change. Present research fill this gap and aims to examine the effect of trust in leadership on employee’s engagement during structural change. To provide additional insight, the present study used fear of change as a moderator between relationship of trust in leadership and employee engagement. Drawn from cross-sectional research design, a web-based survey was used to collect data from employees of telecommunication sector across all provinces of Pakistan that experienced structural change within their organization. A total of 447 responses were received. The study findings indicate that employee level of trust in leadership in change helped them to foster their engagement in change process. Additionally it was also supported that decrease in employee’s fear of change enhances the effect of trust in leadership on employee’s engagement during change.
2020). The impact of inclusive leadership behaviors on innovative workplace behavior with an emphasis on the mediating role of work engagement. Problems Abstract Work creativity manifested in innovative workplace behavior (IWB) and employee work engagement is fundamental to maintaining firm's sustainability and competitiveness. In this regard, this study investigates the supporting effect of innovative leadership on IWB and employee engagement by maximizing employee vigor, dedication, and absorption. The study data were collected using a questionnaire-based technique, and the questionnaires were administered to 150 respondents working in mobile phone companies in Southern and Central Iraq. The results were analyzed using the Statistical Package for the Social Sciences (SPSS) and SmartPLS software. The study results revealed that inclusive leadership and work engagement were significantly related to IWB, and work engagement played a mediating role between inclusive leadership and IWB. The findings further indicated that inclusive leadership behaviors such as openness, accessibility, and availability motivated the subordinates to be engaged in IWB. To promote IWB, company leaders need to effectively engage their followers by taking pride and satisfaction in employee output, which might help employee work engagement and IWB.
Purpose
The purpose of this paper is to draw upon social information processing theory to examine the sequential mediating roles of psychological safety and creative process engagement between participative leadership on creativity.
Design/methodology/approach
Using a time-lagged sample of 526 supervisor–subordinate dyads from R&D teams of five enterprises located in the southwest part of China, we tested the theoretical model using structural equation modelling (SEM) as well as with the MPLUS 7.0 software.
Findings
Results indicated that participative leadership is positively related to creative process engagement; psychological safety significantly mediates the relationship between participative leadership and creative process engagement; creative process engagement significantly mediates the relationship between psychological safety and employee creativity; psychological safety and creative process engagement sequentially mediates the relationship between participative leadership and creativity.
Practical implications
The study findings imply that the participative leadership behaviors of managers or supervisor's nurtures employees psychological safety to take risk and promotes employee engagement in creativity relevant ventures leading to creativity.
Originality/value
The findings contribute new knowledge on the relationship between participative leadership and creativity by uncovering the causal chain of a cognitive mechanism (psychological safety) with a behavioral mechanism (creative process engagement).
This study explores how the quality of leader–member exchange (LMX) is associated with employees’ creativity via engagement, and the moderating role of a job characteristic related to knowledge (job complexity) in this relationship. A moderated mediation model was tested on a sample of 320 employees from emergent high-tech and knowledge-based small and medium enterprises (SMEs) in Spain. The results supported an indirect influence of LMX on individual creativity through engagement. Additionally, this study found that job complexity accentuated the impact of engagement on creativity. More importantly, the findings confirmed that the intensity of the LMX–engagement–creativity relationship was moderated by job complexity. That is, the relationship was stronger when job complexity was high. Taken together, this study improves the understanding of the factors that contribute to increased employee creativity, an important outcome for high-tech and knowledge-based SMEs.
Notwithstanding the proliferation of servant leadership studies with over 100 articles published in the last four years alone, a lack of coherence and clarity around the construct has impeded its theory development. We provide an integrative and comprehensive review of the 285 articles on servant leadership spanning 20 years (1998–2018), and in so doing extend the field in four different ways. First, we provide a conceptual clarity of servant leadership vis-à-vis other value-based leadership approaches and offer a new definition of servant leadership. Second, we evaluate 16 existing measures of servant leadership in light of their respective rigor of scale construction and validation. Third, we map the theoretical and nomological network of servant leadership in relation to its antecedents, outcomes, moderators, mediators. We finally conclude by presenting a detailed future research agenda to bring the field forward encompassing both theoretical and empirical advancement. All in all, our review paints a holistic picture of where the literature has been and where it should go into the future.
Innovation in the public sector is high on the agenda of politicians, civil servants and societal organizations. This attention in practice is mirrored in an increasing number of scholarly articles. In this introduction to the special issue on public sector innovation, we discuss how the scholarly perspectives on innovation have changed. Previously, it was assumed that innovation could be organized within organizations: if your organization had the necessary resources, innovation could happen. Nowadays, innovation in the public sector is seen as an open process of collaboration between stakeholders across various organizations. This change towards open and collaborative approaches has consequences for studies on innovation, for instance, it becomes important to analyse how to activate stakeholders to join the innovation process. Next to this, scholars interested in innovation should connect their research with other literature streams, such as those focused on network governance, leadership and design thinking. In such ways, innovation scholars can develop research that is relevant to society.
Public sector organisations around the globe consider the development of new ideas and innovation paramount and inevitable. This is attributable to the intense global competition and rapid technological development. Innovation is the successful implementation of ideas and processes to tackle existing problems and develop new opportunities. The in-depth literature review identified leadership behaviours, the impact of organisational climate and culture on innovation, and barriers to overcome in order to promote innovation in the public sector. A conceptual model illustrates the relationships between innovation and other critical concepts identified throughout the paper.
Trust in supervisor and leadership contribute to positive employee outcomes. Employees are also affected by the feeling of being trusted by those supervisors (i.e., felt trust). In order to clarify the theoretical and functional interactions between trust in supervisor and felt trust, we propose and test a moderated mediation model predicting turnover intention and work engagement. Uncertainty management theory, social exchange theory, and self-determination theory underlie the pathways through which trust in supervisor and felt trust have an impact on employee turnover intention and engagement. Surveys were collected from a diverse sample of 208 employees. Tests of moderated mediation were performed using the PROCESS Macro (Hayes, 2012). Trust in supervisor and felt trust interact to reduce turnover intention via a reduction in workplace uncertainty, whereas felt trust increases engagement on the job through a deepening of the social exchange relationship (i.e., felt obligation) and self-determination (i.e., autonomy). Trust in supervisor and felt trust are not interchangeable. Felt trust plays a central role in the motivations of employees on the job, especially those that contribute to greater effort. Our study is the first to provide both theoretical and empirical evidence explaining why trust in supervisor and felt trust predict separate motivational outcomes. The contents of the study should guide future integration of the felt trust construct into models predicting employee attitudes and performance.
Purpose
Only 13 percent of the world’s employees are engaged in their work, which has become a challenge for the managers of today. Therefore, the purpose of this paper is to investigate the mediating role of employee engagement between perceived learning environment and extra-role behaviors.
Design/methodology/approach
This quantitative study collected data from 563 employees using a questionnaire-based survey on a convenience basis.
Findings
The data were analyzed using structural equation modeling. The results of the study show that employees’ perception of learning environment urges them to perform beyond their formal job descriptions (i.e. extra-role behaviors) regarding proactivity, knowledge sharing and creativity. In addition, employee engagement performs the mediating role between learning environment and extra-role behaviors.
Research limitations/implications
The data for this study were collected at a single point of time (cross-sectional), which limits the inferences about the causality.
Originality/value
This study is perhaps the first attempt to empirically investigate the mediating role of employee engagement between the relationship of the learning environment and extra-role behaviors such as knowledge sharing, proactivity and creativity.
Purpose
To enhance our understanding of the mechanisms underlying the effects of incivility on outcomes, we propose and test work engagement as a mediator of the impact of supervisor-initiated incivility on subordinates' task and citizenship performance. Further, we propose that this mediated relationship would be conditional on the influence of trust in supervisor, such that the relationship would be exacerbated for subordinates who have high levels of trust in the supervisor.
Design/methodology/approach
Data came from a cross-sectional survey of 350 professionals employed in diverse occupations and organization types.
Findings
We found support for the mediating role of work engagement for citizenship performance, but not for task performance. As predicted, this explanation only held for employees who reported at least average levels of trust in their supervisors, supporting our “mediation is moderated” explanation.
Originality/value
Understanding how and for whom supervisor incivility affects task and citizenship performance is vital to advancing theory as well as for designing interventions to mitigate the negative effects. This manuscript is one of very few to pursue this line of research and makes important contributions to theory and practice.
This study explored the relationship between the integrity of the supervisor and the manager (i.e., the supervisor’s immediate superior) and the creativity of employees who are below the supervisor. Drawing on social learning theory, we proposed a moderated mediation model for the trickle-down effects of perceived supervisor integrity. Using a sample of 716 employees and their supervisors, we found positive associations between both managers’ and supervisors’ integrity and employee creativity. Supervisors’ integrity partially mediates the relationship between managers’ integrity and employee creativity. In addition, supervisors’ perceptions of professional ethical standards moderate the indirect effects of the managers’ integrity on employee creativity. Theoretical and managerial implications are discussed.
Stable and enduring cooperative relationships among people are primarily based on mutual trust. However, little evidence exists about the effects of mutual trust between supervisor and subordinate on work outcomes. To understand better the dynamics of trust in supervisor–subordinate relationships, we examined how mutual trust between supervisor and subordinate is associated with work outcomes. Based on a sample of 247 subordinate–supervisor pairs, multilevel analyses revealed a positive effect of perceived mutual trust on task performance and interpersonal facilitation after controlling for trust in leader and felt trust. In addition, task performance and interpersonal facilitation increased as trust in leader and felt trust or trust in subordinate both increased.
Purpose–This study investigates how servant leadership, trust in leader and thriving drive employee creativity.
Design/methodology/approach – Using a dyadic sample of forty-eight teams (each team comprising a supervisor and the subordinates under him), we investigated the role of servant leadership in predicting employee creativity, the mediating role of trust in leader and interactive role of thriving therein.
Findings–Findings of the study revealed that servant leaders instilled trust within followers, which acted as a mediator in predicting creativity. Further, thriving was found to act as a moderator that influenced the relationship between trust in leader and employee creativity. Findings also indicated that thriving employees exhibited a greater degree of creative behavior when they trusted their leader.
Implications – Based on these findings, the study draws the attention of managers towards the role of servant leadership, trust in leaders and thriving in promoting employee creativity.
Originality/value – This is one of the first studies to integrate servant leadership, trust in leader, thriving and creative behavior into a single theoretical model. The study further provides evidence to validate the proposed model in context of predicting employee creativity.
Keywords: Servant leadership; Employee creativity; Thriving; Trust in leader
Purpose
– Employee engagement has become a hot topic in recent years among consulting firms and in the popular business press. However, employee engagement has rarely been studied in the academic literature and relatively little is known about its antecedents and consequences. The purpose of this study was to test a model of the antecedents and consequences of job and organization engagements based on social exchange theory.
Design/methodology/approach
– A survey was completed by 102 employees working in a variety of jobs and organizations. The average age was 34 and 60 percent were female. Participants had been in their current job for an average of four years, in their organization an average of five years, and had on average 12 years of work experience. The survey included measures of job and organization engagement as well as the antecedents and consequences of engagement.
Findings
– Results indicate that there is a meaningful difference between job and organization engagements and that perceived organizational support predicts both job and organization engagement; job characteristics predicts job engagement; and procedural justice predicts organization engagement. In addition, job and organization engagement mediated the relationships between the antecedents and job satisfaction, organizational commitment, intentions to quit, and organizational citizenship behavior.
Originality/value
– This is the first study to make a distinction between job and organization engagement and to measure a variety of antecedents and consequences of job and organization engagement. As a result, this study addresses concerns about that lack of academic research on employee engagement and speculation that it might just be the latest management fad.
In this study we identified leader humility as a critical leader characteristic relevant to promoting employee creative performance, and examined work engagement as a mediator of this relationship. Data were collected from 41 supervisors and 237 subordinates employed at 15 high-tech firms in China, who completed a survey. Structural equation modeling results revealed a partial mediation model in which leader humility was positively related to employee creative performance both directly and indirectly via work engagement. These results suggest that leaders of organizations should be encouraged to practice humility and that managerial interventions should be implemented to stimulate employees to feel engaged in their work.
The purpose of this article is to explore how the interactive effects of high-performance human resource (HR) practices and leader–member exchange (LMX) on employee engagement and creativity in hospitality. Based on the survey of 485 employees of hotel companies in China, the theoretical model was tested. The results showed that high-performance HR practices had a significant influence on employee engagement and creativity through psychological empowerment. In addition, the impact of high-performance HR practices on employee engagement was strengthened by LMX. This theoretical framework was empirically tested to better explain the motivational mechanisms underlying employee engagement and creativity and makes a valuable contribution to advancing the application of self-determination theory in hospitality.
Purpose
The purpose of this study is to examine the mediating effect of creativity in the relationship between employee engagement and task performance and the moderating role of perceived workplace autonomy in the relationship between employee engagement and creativity through a moderated mediation analysis.
Design/methodology/approach
The study used a quantitative research method. The sample for the study consisted of 396 employees and their clients in an Indian software development organization. Statistical analysis of the data was conducted using confirmatory factor analysis, Sobel test and Hayes' PROCESS for Model 1.
Findings
Findings of the study indicated that creativity of employees partially mediate the relationship between employee engagement and their task performance and perceived workplace autonomy moderates the relationship between employee engagement and creativity.
Practical implications
Managers may use findings of the study to harness creativity of their employees by providing an autonomous workplace environment to improve their task performance so as to contribute to the bottom line of the organization.
Originality/value
The study contributes to the literature by examining the mediating effect of creativity in the relationship between employee engagement and task performance, especially in a non-Western context and the moderating role played by perceived workplace autonomy using componential and broaden-and-build theories.
This article examines the critical leadership actions that support collaborative public service innovations, drawing on evidence from UK local government led partnerships. It concludes that success is more likely if leaders help the partnership to: build mutual trust; agree clear, well thought through, politically supported ambitions; invest time, resources and energy; galvanize managers and staff; make a long term commitment to achieving the objectives, learning, adapting and growing innovations together.
In spite of the popularity of employee engagement in management research in recent times, a number of areas remain inadequately explored including the indirect links between engagement and job performance. Based on a sample of 186 respondents in the country of Lebanon, this research explores the direct and indirect links between engagement and performance. The findings show a significant positive effect of employee engagement on job performance. However, mediation analysis using bootstrapping methods has shown that creativity has fully mediated the relationship between employee engagement and job performance. The results of this study imply that the impact of engagement on performance first occurs through its effect on employee creativity in our model. Discussions and implications are presented.
Keywords: employee engagement, job performance, creativity, indirect, mediation
While open innovation provides a new paradigm to sustain a firm's competitive advantage, opening up to external knowledge also entails substantial risks of appropriation and opportunism. Building on this “open paradox” framework, this study investigates whether societal trust—a key aspect of informal cultural norms—serves as an effective mechanism in improving relational governance among partners, thereby leading to better collaborative outcomes. Using a novel panel data on co-owned patents across 29 countries, we show that firms in high trust countries are able to produce a higher level of joint output (i.e., co-owned patents). This effect is more pronounced when perceived opportunism is higher (i.e., firms in high-tech industries, or in countries with less disclosure transparency), and when formal contracts are less enforceable (i.e., in countries with relatively weak legal systems). We further show that open innovation is the channel through which societal trust promotes innovative efficiency. Overall, our study establishes societal trust as a key factor in influencing the efficiency of open innovation.
The purpose of this paper is to examine whether employees attribute different motives to corporate social responsibility (CSR) practices of the organization and if these motives predict employee creativity. In addition, the study aims to explore the underlying psychological mechanism by proposing work engagement as a mediator of the relationship between CSR attributions and creativity. Sample for the study consisted of 219 employees from various IT organizations in India known for their CSR engagement. Exploratory factor analysis, CFA and SEM bootstrapping procedures were used to test the study hypotheses with the help of SPSS AMOS 24. Results indicate that employees differentiate the motives behind organizational CSR engagement as intrinsic and extrinsic. These motives were found to differentially impact work engagement and creativity. Intrinsic CSR attributions related positively and significantly with creativity, and work engagement fully mediated the relationship. However, extrinsic CSR attributions failed to show any significant relationship with both work engagement and creativity. By highlighting the role of the attributions in the context of CSR, this research provides important information on why organizational CSR involvement may not always yield positive results for the organization. The study identifies managing employees’ skepticism as a critical success factor in the implementation of CSR to optimize the returns on CSR investments. The findings also carry significant implications for managers and policy makers of Indian IT industry in terms of how they devise, implement and communicate CSR plans and strategy.
Over the past two decades, the number of studies on work engagement has increased rapidly. Work engagement refers to a positive, affective-motivational state of high energy combined with high levels of dedication and a strong focus on work (Schaufeli and Bakker, 2010). It is highly desirable for contemporary public and private organizations to have engaged employees because engagement has been shown to coincide with high levels of creativity, task performance, organizational citizenship behavior, and client satisfaction (Bakker et al., 2014). In this paper, we briefly discuss the state of the art of the work engagement literature, and then outline new research trends and research questions. After that, we introduce the articles that have been included in this special issue of Career Development International that is devoted to work engagement.
In the social context of job engagement, the role of trust in supervisor in predicting engagement of employees has received attention in research. Very limited research, however, has investigated the mechanisms mediating this dynamic relationship. To address this important gap in knowledge, the aim of this study was to examine psychological safety and felt obligation as two psychological mechanisms mediating the effect of trust in supervisor on job engagement. Drawing from job engagement and social exchange theories, the mediating roles of psychological safety and felt obligation in the trust-engagement relationship were empirically investigated in the Malaysian context. Using self-report questionnaires, data were collected from 337 nurses employed in a public hospital located near Kuala Lumpur, Malaysia. Results fully supported the proposed serial multiple mediator model. Trust in supervisor was indirectly related to job engagement via psychological safety followed by felt obligation. This study provides empirical evidence that trust in supervisor makes employees feel psychologically safe to employ and express their selves in their job roles. This satisfaction of the psychological safety need is interpreted by employees as an important socioemotional benefit that, in turn, makes them feel obligated to pay back to their organization through their enhanced level of job engagement. Implications for theory and practice were discussed.
This study presents a model that links the constructs of trust in supervisor and trust in organizations with job security and subordinate–supervisor guanxi, and examines their effects on turnover intention and organizational citizenship behaviour. To test the hypotheses, two data-sets of 294 joint venture employees and 253 state-owned enterprise employees in China were analysed. The results of LISREL supported the proposed model. Due to the different HRM practices in joint ventures and state-owned enterprises, several major differences had been found in this study. The findings provide practical implications for managing employees in both Chinese joint venture and state-owned enterprises.
Trust is a dynamic, interpersonal link between people, with unique implications for the workplace. Trust is defined as an expectation or belief that one can rely on another person’s actions and words and that the person has good intentions to carry out their promises. Trust is most meaningful in situations in which one party is at risk or vulnerable to another party. For this reason, it becomes critical in relationships between leaders and followers, who by definition have different roles and different levels of status and power. This chapter explores the role of trust in the leadership relationship, the antecedents and consequences of trust in leader-follower relations, as well as the different outcomes that often result from trusting versus mistrusting relationships. In addition, we will consider situations where trust can act as an important buffer against negative workplace experiences. Finally, we will consider when and why leaders are more likely to trust their followers, the dynamic development of trust between leaders and followers, and mistrust. Because trust is a relational concept that occurs between people, both leaders and followers play an important role in creating and sustaining trusting relationships.
The statistical tests used in the analysis of structural equation models with unobservable variables and measurement error are examined. A drawback of the commonly applied chi square test, in addition to the known problems related to sample size and power, is that it may indicate an increasing correspondence between the hypothesized model and the observed data as both the measurement properties and the relationship between constructs decline. Further, and contrary to common assertion, the risk of making a Type II error can be substantial even when the sample size is large. Moreover, the present testing methods are unable to assess a model's explanatory power. To overcome these problems, the authors develop and apply a testing system based on measures of shared variance within the structural model, measurement model, and overall model.
en This study examines the previously unexplored mediating role of work engagement in the link between creative work involvement and the relational resources embedded in supervisor‐follower exchanges. We studied three relational resources inherent to the exchanges between followers and their supervisors: trust in supervisor, goal congruence, and relationship informality. Data were captured from IT professionals working at four well‐established IT companies in Ukraine. The findings show that relationship informality and goal congruence positively affect employees' creative work involvement, yet these effects are less pronounced when controlling for work engagement. The significance and implications of these findings for research and practice are discussed. Copyright © 2016 ASAC. Published by John Wiley & Sons, Ltd.
Résumé
fr Dans cette étude, nous examinons le rôle médiateur autrefois inexploré de l'engagement professionnel dans le rapport entre la participation au travail créatif et les ressources relationnelles ancrées dans les échanges superviseur‐supervisé. Trois ressources relationnelles inhérentes aux échanges entre les supervises et leurs superviseurs sont ainsi étudiées à savoir: la confiance au superviseur, la convergence des objectifs et le caractère informel de la relation. Les données utilisées proviennent des professionnels des technologies de l'information (TI) exerçant dans quatre compagnies bien établies en Ukraine. Les résultats montrent que le caractère informel de la relation et la convergence des objectifs influencent positivement la participation des employés au travail créatif, mais que leurs effets sont moins prononcés quand on tient compte de l'engagement professionnel. L'étude s'achève par une analyse de la signification et des implications théoriques et pratiques des résultats.
Developing employee engagement has been one of the major areas of interest in the field of human resource management (HRM), and research identifies the positive effect that engagement has on both employee and organizational performance. However, while research on engagement has been substantial, there have been limited studies on key variables such as supervisor support, voice, and trust. We examined the role of supervisor support and direct voice on engagement experienced by nurses and the mediating role trust plays in those relationships. Data were collected though an online survey of 1,039 Australian nurses and analyzed using structural equation modeling. As hypothesized, results showed that both supervisor support and direct voice are positively associated with employee engagement, and these relationships are mediated by supervisory and senior management trust, respectively. The implications of the results for human resource (HR) practitioners are discussed and include the challenge of resourcing effective direct voice systems and enlisting the support of supervisors in order to impact on the engagement of nurses who are the "front line" of the health sector.
Although previous research has examined the main/direct effects of subordinates' trust in their supervisors on the levels of subordinates' affective commitment towards the organizations, little attention has been paid to explore the boundary conditions of this relationship. Two studies were conducted to examine the moderating effect of authentic leadership on the relationship between subordinates' trust in supervisor and their levels of affective commitment towards the organization. In line with the hypothesized model, both Study 1 (cross-sectional design, n = 138) and Study 2 (lagged design, n = 154) demonstrated that authentic leadership moderated the relationship between employees' trust in supervisor and their levels of affective commitment towards their organizations. Specifically, the positive relationship was stronger for employees under higher levels of authentic leadership. The implications for theory and practice are discussed.
Purpose
– Interpersonal trust is often considered as the “glue” that binds supervisors together with their subordinates, and creates a positive organisational climate. The purpose of this paper is to investigate factors affecting subordinates’ trust to their supervisor, and the consequences of such a trusting relationship.
Design/methodology/approach
– The authors conducted a qualitative meta-analysis of the trust literature between 1995 and 2011, to identify 73 articles and review 37 theoretical propositions, 139 significant model parameters and 58 further empirical findings.
Findings
– Four distinct clusters of trust antecedents are found: supervisor attributes; subordinate attributes; interpersonal processes and organisational characteristics. Similarly, the authors identify three categories of trust consequences: subordinates’ work behaviour; subordinates’ attitude towards the supervisor; and organisational level effects.
Research limitations/implications
– The authors find a bias towards studying supervisor attributes and interpersonal processes, yet a dearth of attention on subordinate attributes and organisational characteristics. Similarly, the conceptual attention on trust between supervisors and subordinates has been limited, with empirical work reporting predominantly significant findings. Social exchange has dominated as the theoretical perspective, and cross-section as the main research approach. In order to advance this important field more heterogeneity is needed, utilising a range of different theoretical schools and employing different methodologies.
Originality/value
– This seems to be the first qualitative meta-analysis explicitly directed to understanding trust between supervisors and subordinates. The authors contribute to the field of trust by revealing current gaps in the literature and highlighting potential areas of future research.
The issue of authentic leadership has been generating increased interest in both practical and academic domains. This study examines the influence of authentic leadership on employee trust and employee work engagement from the dyadic supervisor-employee viewpoint. The sample data consists of responses from 77 team supervisors and 345 employees in 36 companies. We utilize hierarchical linear modeling to test the hypotheses. The cross-level results show that employee trust fully mediates supervisor-perceived authentic leadership and employee work engagement, and that employee-perceived authentic leadership fully mediates the relationship between supervisor-perceived authentic leadership and employee trust, as well as the relationship between supervisor-perceived authentic leadership and employee work engagement. On the individual level, employee trust has a partial mediating effect on the relationship between employee-perceived authentic leadership and employee work engagement.