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Authentic leadership and creativity

Author

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  • Richa Chaudhary
  • Chinmay Panda

Abstract

Purpose - The purpose of this paper is to develop and test a conceptual model which explains whether and how authentic leadership, through psychological meaningfulness, safety and work engagement, influences employee creativity. The authors delineate two pathways from authentic leadership to work engagement, which in turn foster creativity. The first pathway illuminates how authentic leadership generates psychological meaningfulness which enhances work engagement and creativity subsequently, while the second elucidates the indirect impact of authentic leadership on creativity via psychological safety and work engagement. Design/methodology/approach - Data were collected from 300 employees working in heavy engineering and automobile industry in India. Regression analysis was used to analyze data with the help of SPSS 24. Serial mediation effects were tested with the help of bootstrapping procedures using SPSS process macro (Hayes, 2013). Findings - Psychological meaningfulness and work engagement were found to mediate the relationship of authentic leadership with creativity both independently and in series. Psychological safety failed to transfer the effect of authentic leadership on both work engagement and creativity. Practical implications - Organizations may reap the benefits of a creative and engaged workforce by selecting, nurturing and developing authentic leaders. Originality/value - The study contributes to theory building in the area of authentic leadership by enriching the understanding of the processes carrying the effect of authentic leadership on desirable workplace outcomes. In doing so, the study also explicates the less understood nature of relationship between leadership and creativity.

Suggested Citation

  • Richa Chaudhary & Chinmay Panda, 2018. "Authentic leadership and creativity," International Journal of Productivity and Performance Management, Emerald Group Publishing Limited, vol. 67(9), pages 2071-2088, November.
  • Handle: RePEc:eme:ijppmp:ijppm-02-2018-0082
    DOI: 10.1108/IJPPM-02-2018-0082
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    Citations

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    Cited by:

    1. Zarei, Mohammad & Supphellen, Magne & Bagozzi, Richard P., 2022. "Servant leadership in marketing: A critical review and a model of creativity-effects," Journal of Business Research, Elsevier, vol. 153(C), pages 172-184.
    2. Yucheng Zhang & Yongxing Guo & Meng Zhang & Shan Xu & Xin Liu & Alexander Newman, 2022. "Antecedents and outcomes of authentic leadership across culture: A meta-analytic review," Asia Pacific Journal of Management, Springer, vol. 39(4), pages 1399-1435, December.
    3. Xin Liu & Yan Huang & Jaehyoung Kim & Sanggyun Na, 2023. "How Ethical Leadership Cultivates Innovative Work Behaviors in Employees? Psychological Safety, Work Engagement and Openness to Experience," Sustainability, MDPI, vol. 15(4), pages 1-22, February.
    4. Ayşe Yeşim Doğanay Gül & Merve Koçoğlu Sazkaya, 2020. "An Investigation of the Effects of Authentic Leadership on Individual Creativity: A Research within Packaging Sector," Istanbul Management Journal, Istanbul University Business School, vol. 0(89), pages 1-22, December.
    5. Adnan Fateh & Norizah Mustamil & Fakhar Shahzad, 2021. "Role of authentic leadership and personal mastery in predicting employee creative behavior: a self-determination perspective," Frontiers of Business Research in China, Springer, vol. 15(1), pages 1-16, December.
    6. Shoukat Iqbal Khattak & Tahir Hussain Rizvi & Muhammad Anwar Khan, 2022. "Unwrapping Software Projects Success in Asia: Assessing the Role Of Authentic Leadership, Psychological Empowerment, and Job Engagement in Project Success Using a Serial-Mediation Approach," SAGE Open, , vol. 12(2), pages 21582440221, May.

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