Empowering leadership, uncertainty avoidance, trust, and employee creativity: Interaction effects and a mediating mechanism
•Empowering leadership, uncertainty avoidance, trust interacted to affect creativity.•The relations was strongest when uncertainty avoidance and trust were both high.•The interactional approach guided us to theorize the three-way interaction.•Creative self-efficacy mediated the three-way interaction...
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| Published in | Organizational behavior and human decision processes Vol. 124; no. 2; pp. 150 - 164 |
|---|---|
| Main Authors | , |
| Format | Journal Article |
| Language | English |
| Published |
New York
Elsevier Inc
01.07.2014
Elsevier Science Publishing Company, Inc |
| Subjects | |
| Online Access | Get full text |
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| Abstract | •Empowering leadership, uncertainty avoidance, trust interacted to affect creativity.•The relations was strongest when uncertainty avoidance and trust were both high.•The interactional approach guided us to theorize the three-way interaction.•Creative self-efficacy mediated the three-way interaction and creativity.
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. |
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| AbstractList | 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. 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. All rights reserved, Elsevier 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. [Copyright Elsevier Ltd.] •Empowering leadership, uncertainty avoidance, trust interacted to affect creativity.•The relations was strongest when uncertainty avoidance and trust were both high.•The interactional approach guided us to theorize the three-way interaction.•Creative self-efficacy mediated the three-way interaction and creativity. 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. |
| Author | Zhang, Xiaomeng Zhou, Jing |
| Author_xml | – sequence: 1 givenname: Xiaomeng surname: Zhang fullname: Zhang, Xiaomeng email: xmzhang@american.edu organization: American University, Kogod School of Business, 4400 Massachusetts Avenue, NW, Washington, DC 20016, United States – sequence: 2 givenname: Jing surname: Zhou fullname: Zhou, Jing email: jzhou@rice.edu organization: Rice University, Jesse H. Jones Graduate School of Business, 6100 Main Street, Houston, TX 77005, United States |
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| PublicationTitle | Organizational behavior and human decision processes |
| PublicationYear | 2014 |
| Publisher | Elsevier Inc Elsevier Science Publishing Company, Inc |
| Publisher_xml | – name: Elsevier Inc – name: Elsevier Science Publishing Company, Inc |
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| SubjectTerms | Approach-Avoidance Creative self-efficacy Creativity Employee attitude Employee management relations Employees Employment decision Empowering leadership Empowerment Leadership Organizational analysis Organizational behaviour Research design Studies Supervisors Trust Uncertainty Uncertainty avoidance |
| Title | Empowering leadership, uncertainty avoidance, trust, and employee creativity: Interaction effects and a mediating mechanism |
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