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This study aimed to investigate the direct influence of entrepreneurial education, entrepreneurial mindset, and creativity on the entrepreneurial intention with the indirect role of entrepreneurial self-efficacy. This study applied the structural equation model technique using AMOS software to verify the hypothesis relationships. This study collected self-administered survey data from 365 university students of Jiangsu and Zhejiang province of China. The findings indicated that entrepreneurial education, entrepreneurial mindset, and creativity have a positive and significant influence on entrepreneurial intention. Moreover, results revealed that entrepreneurial self-efficacy partially mediates in the relationship between entrepreneurial education, entrepreneurial mindset, and creativity on entrepreneurial intention. Further implications and limitations are also discussed in this article.

This paper aims to examine how humorous leadership enhances employee workplace creativity from a novel angle of employee psychological capital (EPC). This study also explores the moderating roles of supervisor-subordinate dyadic tenure and work autonomy in the proposed model. Data from a sample of 355 supervisor-subordinate dyads working in an information technology enterprise in the People’s Republic of China was used to test the assumed moderated mediation model. The results indicate the positive relationship between humorous leadership and employee workplace creativity, which is partially mediated by EPC. Moreover, work autonomy significantly moderates the relationship between EPC and employee creativity. Humorous leadership has a significant effect on the extra role behavior of subordinates, leading to workplace creativity. The deliberate establishment of a humorous image by leaders may encourage subordinates to achieve creative goals. Combined with traditional management practices that emphasize the supportive behaviors of leaders, leaders can use humor to provide an open and friendly atmosphere for employees, thereby encouraging creativity in the workplace. Organizations should also place greater emphasis on employee work autonomy, giving employees enough flexibility on when and how they deal with their work; this could enhance the positive impact of other factors on employee workplace creativity. These findings carry implications for research on humorous leadership, EPC, and creativity.