Universal Values, Creative Behavior and Leadership: Turkish Case

Abstract

Organizational creativity has become one of the major research areas in the field of organizational behavior during the last two decades. This paper aims to provide a better understanding of the association between universal individual values and employee creative behavior and explores the mediating effect of leadership on the relationship between individual values and employee creative behavior. The research sample was chosen from service sector employees owing to the fact that the role of leadership and motivation for creativity is especially important in knowledge intensive, complex and uncertain environments. Survey method was used to examine the perceptions of the respondents about individual values and leadership style, and their impact on self-perceived creative behavior. Hierarchical regression and Sobel Test were applied to examine the mediating effect of leadership on individual values and employee creative behavior relationship. The results show that the individual value dimensions of self direction, achievement, and universalism explain the majority of variance in employee creative behavior. The findings of both the hierarchical multiple regression analysis and the Sobel test support the partial mediating effect of leadership on individual values and employee creative behavior relationship. The originality of the paper is related to the attempt for understanding the mediating effect of leadership on individual values and creativity relationship which has been under-researched in the literature. Furthermore, the study intends to contribute to a new and important research agenda through the examination of the relationship between universal basic values and employee creative behavior in a sample of Turkish employees.

Predicting the Innovative Work Behavior by Assessing Leadership Styles in a Higher Educational Context

“…From these results over regression, the fourth hypothesis is therefore rejected. These results are thus in line with results of existing studies (Khan, Aslam & Riaz, 2012;Wu & Lin, 2018;Carlo, Jean & Boudrias, 2015;Kurt & Yahyagil, 2015;Eisenbeiss, Knippenberg & Boerner, 2008;Kwasi & Emmanuel, 2015;Mukherjee & Ray, 2009). Consequently, the existing literature hence provides significant support to the results of the present study.…”

“…Academic leadership is important in motivation, and effectiveness towards the entire system of higher education (Siddique, Aslam, Khan & Fatima, 2011). Transformational leadership is effective in determining the needs and motivation of the employees through the transformational process towards the desired objectives wherein the efforts, values, and potential are highly recognized (Kurt & Yahyagil, 2015). Transactional leadership is vital in determining the desired values and efforts through an exchange process wherein reward and The innovative work behavior is the outcome of various efforts on the part of employees, leadership and institution as it is critical to recognize the factors that promotes followers' innovative work behavior (Škudienė, Augutytė, Demeško & Suchockis, 2018).…”

How Does Paternalistic Leadership Affect Employees’ Work Engagement? The Mediating Roles of Workaholism and Trust-in-Leader

“…While previous studies have shown paternalistic leadership to pave the way for adverse outcomes such as leader bullying (Soylu, 2011) or higher turnover (Liao, Widowati, Hu, & Tasman, 2017), they have also shown PL to be able to lead to positive employee behaviors such as creativeness (Kurt & Yahyagil, 2015) and organizational citizenship behaviors (Mete & Serin, 2015) as well as positive attitudes such as job satisfaction (Nal & Tarım, 2019) and organizational commitment (Erben & Güneşer, 2008).…”

Values at Work: The Impact of Personal Values in Organisations

“…Self‐reported creativity of frontline‐service employees in a large bank in Portugal correlated positively with openness to change versus conservation values (Sousa & Coelho, ). Similarly, self‐reported creativity correlated positively with self‐direction values and negatively with conformity values among employees from diverse industries in Egypt (Rice, ), and it correlated positively with self‐direction values among members of service organisations in Turkey (Kurt & Yahyagil, ).…”