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

By Xiaomeng Zhang, Jing Zhou. 2014

344 citations recorded by the source corpus.

Subfields: Experimental and Cognitive Psychology, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/168ae8cb1a79b6c8f71241bb0804abdf9c3fb2ef

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In Experimental and Cognitive Psychology

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Uncertain Self in a Changing World: A Foundation for Radicalisation, Populism, and Autocratic Leadership (2020, background): “For example, research on organisational leadership has shown that people who are uncertainty-avoidant (as a cultural or individual attribute) tend to empower their leaders and are more influenced by them than people who are less uncertainty-avoidant (e.g. Watts et al., 2020; Zhang & Zhou, 2014).”
Never Too Much? The Curvilinear Relationship Between Empowering Leadership and Task Performance (2017, background): “Nonetheless, few studies have directly examined whether leaders should differentiate the degree of empowering behaviors toward their employees depending on such individual traits (Ahearne, Mathieu, & Rapp, 2005; Zhang & Zhou, 2014).”
Employee Responses to Empowering Leadership: A Meta-Analysis (2018, background): “Results for the effects of empowering leadership on creativity and innovative behaviors seem to support the argument that empowering leadership has positive relationships with these outcomes (Gkorezis, 2016; Zhang & Bartol, 2010; Zhang & Zhou, 2014).”
Empowering leadership and employee creativity: A dual‐mechanism perspective (2018, methodology): “Evidence suggests that empowering leadership is a significant driver of employee creativity (Zhang & Bartol, 2010; Zhang & Zhou, 2014).”
Servant leadership, organisational trust, and bank employee outcomes (2019, background): “Specifically, managers’ or leaders’ positive attitudes towards employees prompt the credibility of the organisation in the minds of employees and establish trust (Zhang & Zhou, 2014), which in turn results in positive outcomes (Yoon, Jang, & Lee, 2016).”
Unmasking the creative self-efficacy–creative performance relationship: the roles of thriving at work, perceived work significance, and task interdependence (2020, background): “…1986), and research on creativity has shown that employee perceptions of the work environment impact their creativity, either directly or in interaction with individual level variables (Amabile, Conti, Coon, Lazenby, & Herron, 1996; Anderson, Poto cnik, & Zhou, 2014; Oldham & Cummings, 1996).”
Leadership, creativity, and innovation: A critical review and practical recommendations (2018, background): “Higher levels of trust lessen the perceived risk and create a psychologically safe environment which facilitates employees' willingness to engage in creative and innovative actions (Zhang & Zhou, 2014).”