Linking Authentic Leadership and Employee Creative Behavior: The Mediating Role of Autonomous Motivation and Job Complexity

Abstract

The main purpose of this study is to determine the relationship between authentic leadership and employee creative behaviour and to reveal two different mediating mechanisms (i.e., job complexity and autonomous motivation) through which authentic leadership influences employee creative behaviour. This study is based on self-determination theory. A total of (N = 354) respondents were asked to rate themselves on creative behaviour and their leader on authentic leadership style. The research used the internet-based survey tools in a cross-sectional. The study population was employees (mainly Software Developers) of software houses (software companies) working in Pakistan. Methodological tools of the research were partial least square structural equation modelling (PLS-SEM) for measuring the relationship between the variables. The results of the study show that authentic leadership positively influences employee creative behaviour directly as well as through two competing mechanisms of job complexity and autonomous motivation. Job complexity and autonomous motivation were tested as mediators between authentic leadership and employee creative behaviour independently and comparatively. Both the mediators successfully mediated the relationship between authentic leadership and employee creative behaviour with variable strength. The mediation path of job complexity was stronger in comparison with the mediation path of autonomous motivation. Further examination revealed that job complexity and autonomous motivation both mediate the relationship between authentic leadership and employee creative behaviour in a sequential manner. The results of the study are useful for both practitioners and researchers equally. For practitioners, the authors laid out the process through which managers can foster the creative behaviour of their employees using an authentic leadership style (i.e., by giving increased opportunities to indulge in complex work). Furthermore, for researchers, this study revealed the mechanisms through which authentic leadership influences and predicts creative behaviour. The findings of the study would benefit the authentic leadership theory for further development as a predictor of positive employee outcomes as this study confirmed a relatively complex mechanism through which it influences the creative behaviour of his followers. Keywords authentic leadership, autonomous motivation, creativity, employee creative behaviour, job complexity, self-determination theory, software houses of Pakistan, software developers.

Reducing Red Tape’s Negative Consequences for Leaders: The Buffering Role of Autonomous Motivation

“…Thirdly, past research also shows that transformational leadership and authentic leadership are both positively related to subordinates' autonomous motivation (Bono and Judge, 2003;Wang and Gagné, 2013;Fateh et al, 2020). Transformational leaders autonomously motivate their subordinates by clearly communicating expectations, by articulating a vision, by gaining followers' trust, and by spending time teaching and coaching their subordinates (Trépanier et al, 2013;Wang and Gagné, 2013).…”

“…Transformational leaders autonomously motivate their subordinates by clearly communicating expectations, by articulating a vision, by gaining followers' trust, and by spending time teaching and coaching their subordinates (Trépanier et al, 2013;Wang and Gagné, 2013). Authentic leaders, on the other hand, autonomously motivate their subordinates by supporting, encouraging, and validating their potential, by empowering them to find solutions on their own, by providing constructive and developmental feedback, and by letting them make their own decisions (Fateh et al, 2020). Consequently, encouraging such managerial practices amongst directors and leaders provides organizations with another promising avenue to promote subordinates' autonomous motivation (Trépanier et al, 2013;Fateh et al, 2020).…”

“…Authentic leaders, on the other hand, autonomously motivate their subordinates by supporting, encouraging, and validating their potential, by empowering them to find solutions on their own, by providing constructive and developmental feedback, and by letting them make their own decisions (Fateh et al, 2020). Consequently, encouraging such managerial practices amongst directors and leaders provides organizations with another promising avenue to promote subordinates' autonomous motivation (Trépanier et al, 2013;Fateh et al, 2020).…”

“…Lastly, past literature shows that job complexity is positively related to autonomous motivation, as working on challenging tasks can help people to satisfy their need for competence and gives them the opportunity to demonstrate what they are capable of (De Cooman et al, 2013;Vandercammen et al, 2014;Fateh et al, 2020). Additionally, also competence and skill development practices, such as job training, job rotation, and learning and growth opportunities, are a very efficient way to foster autonomous motivation, as these practices convey the message to people working in the organization that their contributions are highly valued and that their employability is taken care of (Lee and Bruvold, 2003;Mustafa and Ali, 2019).…”

Inclusive Leadership Fosters Challenge-Oriented Organizational Citizenship Behavior: Mediating role of Inclusive Climate

“…It generally entails contestation of the status quo and confronts top management. It presents itself in several ways, active participation, and commitment, positive and creative behaviors (Fateh et al, 2020). Regardless of the differences, all COCB initiatives are carried out to develop the organization (Mackenzie et al, 2011) even if they might also result in conflict, and sometimes employee may face negative consequences.…”