Linking transformational leadership with employees’ engagement in the creative process

Abstract

Purpose Given that individual creativity is a critical element to achieving organizational competitiveness, the purpose of this study is to attempt to investigate how transformational leadership (TL) drives employee creative process engagement (CPE) by improving their creative self-efficacy (CSE). Design/methodology/approach Analysis has been performed based on 194 responses from information and communication technology firms using a cross-sectional survey design. The study follows a deductive research approach to test the hypotheses. It uses SmartPLS2 and IBM SPSS 21 for a structural equation model. Findings The investigation finds that TL significantly predicts CPE, and CSE partially mediates the TL–CPE relationship. The result demonstrates that TL shapes an organizational climate conducive to the employees’ CPE by building employees’ self-efficacy. Research limitations/implications The study sample was drawn from a single sector of the Bangladeshi economy. The sampling design represents a limitation, for which the findings cannot be broadly generalized. Replications and augmentations of the study in various industrial areas will help test the robustness and generalizability of the discoveries. Practical implications TL and CPE are desirable organizational outcomes across all cultures. From a practical standpoint, the outcomes demonstrate that TL is linked to CPE and CSE among information and communication technology employees. This study extends the appropriateness of CSE into Asian countries. Notably, it provides additional insight into a contemporary TL model that can unequivocally impact leadership development in the Bangladeshi information and communication technology firms. Managers or chief executive officers in the small and medium enterprises are expected to exhibit TL attributes by designing a supportive organizational climate that will motivate employees to exhibit creative activities. Social implications TL transforms employees’ psychological state to get them to engage in creative processes, benefiting the organizational stakeholders by their unconventional creative behavior. The TL-driven innovative outcome through employees’ CPE contributes to the development of social well-being. Originality/value This paper adds significance to the extant literature regarding the determinants of the mediating impact of CSE on TL and CPE from the viewpoints of information and communication technology firms, particularly from developing countries, such as Bangladesh. It also contributes to reconcile the findings of the previous studies around the globe in both developed and developing countries.

A Study of the Adoption and Implementation of Enterprise Resource Planning (ERP): Identification of Moderators and Mediator

“…We sent a survey questionnaire to the Human Resource Division of the concerning organizations whose employees are using ERP. To prompt their easy and comfortable response, a self-addressed envelope was sent to them while delivering them survey-questionnaire [83]. PLS-based structural equation modeling (PLS-SEM) is used to analyze the data, which is popularly used in management science in the last four decades.…”

“…PLS-based structural equation modeling (PLS-SEM) is used to analyze the data, which is popularly used in management science in the last four decades. Scholars recommended the PLS-based SEM model over simple regression because it guarantees the robustness of the result via investigating the entire model rather than testing each path alone [83][84][85].…”

“…In Figure 2, observation of βs and p-values of path relations showed that all the paths excepting facilitating conditions to the actual use of ERP are found significant with a p-value of less than 0.029 (<0.05). Coefficient of determination (R 2 ) asserted that estimates are candidly better since minimum R 2 is 0.372 (the actual use of ERP) [83,95]. Furthermore, we studied the effect size of the impact of exogenous variables on their endogenous variables [6,94] Table 3 demonstrated that all the hypotheses (H1: β = 0.25; p = 0.007, H2: β = 0.158; p = 0.037; H3: β = 0.248; p = 0.004, H4: β = 0.176; p = 0.021, and H6: β = 0.561; p = 0.000) are found significant, excepting H5 (β = 0.091; p = 0.289).…”

“…First, the independent variable must have a significant direct effect (c) on the dependent variable before adding a mediating variable [101,102]. Second, the significant direct effect (c) before running the mediation effect must disappear (for full mediation) or reduce (for partial mediation) after using the mediating variable in the previous unmediated relationship [6,83,84,86,102]. Table 4 exhibits significant direct effects (β c = 0.368, p = 0.000) before running mediator variables.…”

Corporate Environmental Strategy and Voluntary Environmental Behavior—Mediating Effect of Psychological Green Climate

“…If the respondents do not understand the content of the statements, then they reply without understanding the questions. Content validity is demanded, yielding accurate response [47]. Third, we run the Harman's one-factor test to scrutinize the variance that is explained by the factors.…”