The relationship between empowering leadership and radical creativity

Drawing on the conservation of resource theory, we theorized and tested a serial mediation model linking empowering leadership with employee radical creativity through job control and willingness to take risks. We tested our hypotheses using data collected from a time-lagged and multisource survey o...

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Bibliographic Details
Published in:	Frontiers in psychology Vol. 13; p. 1002356
Main Authors:	Yin, Wenjun, Liu, Su
Format:	Journal Article
Language:	English
Published:	Frontiers Media S.A 10-10-2022
Subjects:	empowering leadership error management climate job control Psychology radical creativity willingness to take risks
Online Access:	Get full text
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Summary:	Drawing on the conservation of resource theory, we theorized and tested a serial mediation model linking empowering leadership with employee radical creativity through job control and willingness to take risks. We tested our hypotheses using data collected from a time-lagged and multisource survey of 385 employees in 84 research and development teams from 20 different companies. The results demonstrated that empowering leadership had a positive indirect effect on employee radical creativity via job control and willingness to take risks, and the error management climate was found to strengthen this indirect effect. Theoretical and practical implications are also provided in the discussion section.
Bibliography:	ObjectType-Article-1 SourceType-Scholarly Journals-1 ObjectType-Feature-2 content type line 23 This article was submitted to Organizational Psychology, a section of the journal Frontiers in Psychology Reviewed by: Khalida Naseem, Minhaj University Lahore, Pakistan; Wenxing Liu, Zhongnan University of Economics and Law, China Edited by: Neuza Ribeiro, Instituto Politécnico de Leiria, Portugal
ISSN:	1664-1078 1664-1078
DOI:	10.3389/fpsyg.2022.1002356