The Effect of Incentives and Leadership Styles on Creative Performance

Ilyana, Sariyatul; Sholihin, Mahfud

doi:10.22146/jieb.59893

Cited by 8 publications

(5 citation statements)

References 42 publications

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“…The good leader must demonstrate communication skills, interpersonal interaction, the ability to obtain useful and ongoing information on the progress of projects, openness and appreciation of subordinates' ideas and empathy for their moods, and the ability to use interpersonal networks to provide and receive project-relevant information. If this behaviour is permanent, it can produce significant improvements in employee thoughts, attitudes, and creative performance (Ilyana & Sholihin, 2021). On a broader level, leaders who wish to support high-level performance need to pay special attention to the details of their daily attitude towards their work team.…”

Section: Discussionmentioning

confidence: 99%

Creativity and Leadership: How the Arts Can Improve Business Strategies

Cacciatore

2023

SCMJ

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Introduction. Recent studies consider creativity as a source of innovation for companies but have not yet clarified the key role that it plays concerning management and the underlying organisational processes. Recent studies also provide a foundation for a direct link between creativity, leadership, and corporate innovation. Purpose and methods. Therefore, the purpose of this article is to highlight the importance of creativity within the corporate context and stimulate an understanding of the dynamics underlying leadership as a hub for innovative ideas and proposals dissemination in organisations. The scientific research methodology is developed through the theoretical investigation of the theme of creativity with innovation and how it can pervade the organisational sphere through the leadership development. Results. The analysis of the main theoretical models allows us to identify strong dynamic connections between creativity, business innovation, and leadership and to develop and improve interventions guided by a different business vision. At the same time, I illustrate how an adequate leadership style can positively influence the work team, producing significant improvements in thoughts, feelings, and subordinates creative performance. Conclusions. Leaders who wish to sustain high performance should pay special attention to their daily behaviour towards employees, in particular by contributing to the dissemination of creativity in the company. Shared participation in artistic activities, in fact, by enhancing the individuality of employees, contributes to the strengthening of the management image that supports initiatives and participates in them. Creativity thus finds fertile ground in the goodness of ordinary company practices.

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Section: Discussionmentioning

confidence: 99%

Creativity and Leadership: How the Arts Can Improve Business Strategies

Cacciatore

2023

SCMJ

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“…Berraies & Zine El Abidine (2019) also conclude that the leadership style promotes ambidextrous innovation. For improving the creative performance, employees need to be empowered because they need the authority and freedom to develop their ideas (Ilyana and Sholihin, 2021).…”

Section: Relationship Between Leadership and Innovative Work Behaviormentioning

confidence: 99%

The Impact of Directive Leadership on Innovative Work Behavior: The Mediation Role of Continuance Commitment

Mutmainnah

Yuniarsih

Disman

et al. 2022

JIEB

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Introduction/Main Objectives: The aim of this study is to test the effect of directive leadership and continuance commitment on innovative work behavior while also explaining the mediating role of continuance commitment and the effect of directive leadership on innovative work behavior. Background Problems: Managing innovative employee behavior is an integral component of sustainable organizational development. Innovative work behavior (IWB) is very important for improving organizational performance. Many studies have identified the antecedent factors of IWB. Novelty: The novelty of this research is finding a new concept of innovative work behavior, through the combination of the mediation construct of continuance commitment, further established under the terms of "The Improvement Model of Innovative Work Behavior based on Directive Leadership through Integration Strategy by Continuance Commitment." Research Methods: This research’s design is hypothesis testing research and the type of research design it uses is survey research (non-experimental). This study uses the indicators from only one dimension of leadership and one organizational commitment category, so there are some empirical gaps between this and the results of previous studies. The sample in this study was 120 civil servants from PPPPTK TK and PLB Bandung. In assessing the empirical model this study used partial least square structural equation modeling (PLS-SEM) analysis. Finding/ Results: The results of this study show that directive leadership has a positive and significant impact on continuance commitment, and continuance commitment has a positive and significant influence on innovative work behavior. The effect of directed leadership on innovative work behavior is fully mediated by the continuance commitment, which is positively associated with innovative work behavior, but it is not significant. The influence of directive leadership on innovative work behavior is more favorable and significant as a result of the continuance commitment. Conclusion: This study concludes that directing leadership has an indirect effect on innovative work behavior through the mediating variable of continuance commitment, implying that directive leadership might indirectly promote innovative behavior through the continuance commitment. The assumption is that if a leader is effective at directing staff, there will be an increase in employees’ continuance commitment, and if commitment improves, there will be an increase in innovative work behavior.

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“…[16] proved that ineffective incentive systems affect turnover intention by reducing organizational commitment. Furthermore, research [17] found that the interaction between incentives and leadership style in influencing creative performance is not significant. [18] found that incentives could not effectively moderate the relationship between working hours and turnover intention among doctors.…”

Section: Introductionmentioning

confidence: 99%

Work-Life Satisfaction and Job Incentives Affect Turnover Intention Mediated by Employee Engagement

Poetiray,

Ariadi

2024

KSS

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In today’s era, the proactive, aggressive, and goal-oriented nature of business requires active involvement and thorough dedication from employees that can increase turnover intention. However, this study argued that work-life balance can contribute to higher levels and more stable states, that is, from a life satisfaction lens. In addition, the researcher proposed a job incentive because, in various literature studies related to human resource management (HR), the incentive was an aspect that plays a central role but can also attract, motivate and retain the workforce. Furthermore, the authors developed the theory of interpersonal love to construct employee engagement as a mediator variable that implements the conceptual model among work-life satisfaction, job incentive, and turnover intention. Questionnaires were distributed to 133 respondents who worked in startup companies and were tested with Structural Equation Modeling. The outcomes depicted that employee engagement is vital in the linkages between work-life satisfaction and job incentives toward turnover intention. Theoretically, the theory of interpersonal love revealed that they can engage in creativity and autonomy with their jobs and realize steady will benefit the employee and stay with the company. The mediating variable hypothesis was a novelty from a theoretical aspect. At the same time, practical benefits can use mediation as an approach. Keywords: theory of interpersonal love, work-life satisfaction, job incentive, employee engagement, turnover intention

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The Effect of Incentives and Leadership Styles on Creative Performance

Cited by 8 publications

References 42 publications

Creativity and Leadership: How the Arts Can Improve Business Strategies

Creativity and Leadership: How the Arts Can Improve Business Strategies

The Impact of Directive Leadership on Innovative Work Behavior: The Mediation Role of Continuance Commitment

Work-Life Satisfaction and Job Incentives Affect Turnover Intention Mediated by Employee Engagement

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