Enhancing innovative work behaviour: the role of servant leadership and creative self-efficacy

Abstract

Purpose The purpose of this paper is to explore the influence of an emerging and idealized leadership style in hospitality research such as servant leadership on employees’ innovative work behavior (IWB) via creative self-efficacy. This study also aims to investigate the moderating role of knowledge sharing between creative self-efficacy and IWB. Design/methodology/approach Data were collected from employees working in four- and five-star hotels in Pakistan. Partial least square-structural equation modeling via Smart PLS was used for data analysis. Findings Findings of the study reported the significant mediating effect of creative self-efficacy beliefs between servant leadership and IWB. Furthermore, the relationship between creative self-efficacy and IWB was strengthened to the extent that knowledge sharing among employees in the hotel firms was high. Practical implications Practitioners looking to enhance creative self-efficacy and IWB can do so by developing the servant leadership qualities of managers. Originality/value This paper contributes to the literature by showing creative self-efficacy as a crucial mediating mechanism through which servant leadership enhances employees’ IWB in the hospitality industry. Moreover, the findings add understanding in the body of knowledge that knowledge sharing among members in hospitality firms play boundary condition in the creative self-efficacy-IWB linkage.

Beyond the call of duty: how servant leadership promotes discretionary and constructive efforts to effect workplace functional change

“…Finally, this study finds that RBSE partially and positively mediated the relationship between servant leadership and taking charge. This finding mirrors previous research in which creative self-efficacy mediated the relationship between servant leadership and IWB (Jan et al. , 2021) and RBSE mediated HPWS and proactive behavior (Beltrán-Martín et al.…”

“…Evidence from existing research supports the idea that RBSE could mediate the relationship between servant leadership and taking charge. For example, Jan et al (2021) found that creative self-efficacy mediated the relationship between servant leadership and IWB. Similarly, Beltr an-Mart ın et al (2017) found that RBSE mediated the relationship between high-performance work systems (HPWS) and proactive behavior.…”

How Do Servant Leadership and Knowledge Sharing Trigger Innovative Work Behaviors among Millennials at Start-up Businesses?

“…The role of partial mediation is servant leadership capable of increasing innovative work behavior either through creative self-efficacy or not through creative self-efficacy. The results of this study are supported by previous research by Jan et al (2021) that creative self-efficacy can mediate the relationship between servant leadership and innovative work behavior. Servant leaders accompany and supervise the work of employees.…”

“…Creative self-efficacy can increase employees' innovative work behavior (Akbari et al, 2021). The relationship between servant leadership and employee innovative work behavior can be developed through creative self-efficacy (Jan et al, 2021). Servant leadership contributes to employees' Innovative work behavior by enhancing their creative self-efficacy.…”

Assessing the impact of servant leadership on employee engagement through the mediating role of self-efficacy in the Pakistani banking sector

“…With these valuable resources in hand, employees' self-efficacy would be enhanced as they would strive to conserve these resources. Thus, based on the literature and the COR theory, it is expected that bank managers' servant leadership is likely to enhance the personal abilities and skills of bank employees, which in turn maximizes their self-efficacy beliefs (Jan et al, 2021;Ji & Hyun, 2021). It was therefore hypothesized that:…”