Empowering leadership, uncertainty avoidance, trust, and employee creativity: Interaction effects and a mediating mechanism

• Published in: Organizational behavior and human decision processes Vol. 124; no. 2; pp. 150 - 164
• Main Authors: Zhang, Xiaomeng, Zhou, Jing
• Format: Journal Article
• Language: English
• Published: New York Elsevier Inc 01.07.2014; Elsevier Science Publishing Company, Inc
• Subjects: 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; Creative self-efficacy; Uncertainty avoidance; Empowering leadership; Trust; Creativity

•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...