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Does transformational, ambidextrous, transactional leadership promote employee creativity? Mediating effects of empowerment and promotion focus

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  • Feng-Cheng Tung

Abstract

Purpose - The purpose of this paper is to investigate transformational, ambidextrous, and transactional leadership and their relationship to employee creativity and the extent to which psychological empowerment and promotion focus are consistent with previous studies that identify their significant impact on employee creativity. In addition, employee psychological empowerment and promotion focus are used as mediators in the research model to ascertain whether or not there is a significant mediating effect between transformational leadership, ambidextrous leadership, transactional leadership and employee creativity. Design/methodology/approach - In the study, 500 questionnaires were mailed to 50 electronics companies in China; 427 valid questionnaires were eventually collected. A structural equation model was then used for data analysis to study the causalities between all the parameters. Findings - The research findings indicate that transformational and ambidextrous leadership styles have a significant effect on employee creativity. In addition, the study found that employee psychological empowerment and promotion focus has a significant mediating effect for transformational leadership, ambidextrous leadership, transactional leadership and employee creativity. Originality/value - Executives who adopt a transformational or ambidextrous leadership style tend to have employees with greater psychological empowerment, while transformational or ambidextrous leaders tend to have employees with a stronger promotion focus. Further, the study discovered that when executives adopt a transformational or ambidextrous leadership style, they can use their employees’ psychological empowerment and promotion focus to improve employee creativity.

Suggested Citation

  • Feng-Cheng Tung, 2016. "Does transformational, ambidextrous, transactional leadership promote employee creativity? Mediating effects of empowerment and promotion focus," International Journal of Manpower, Emerald Group Publishing Limited, vol. 37(8), pages 1250-1263, November.
  • Handle: RePEc:eme:ijmpps:ijm-09-2014-0177
    DOI: 10.1108/IJM-09-2014-0177
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    Citations

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    Cited by:

    1. Ajda Merkuž & Katarina Katja MiheliÄ, 2023. "Thriving While Working Remotely: The Role of Family-Work Affect, Exploration, and Ambidextrous Leadership," SAGE Open, , vol. 13(1), pages 21582440231, February.
    2. Adil Mansoor & Muhammad Farrukh & Jong-Keon Lee & Sarwat Jahan, 2021. "Stimulation of Employees’ Green Creativity through Green Transformational Leadership and Management Initiatives," Sustainability, MDPI, vol. 13(14), pages 1-14, July.
    3. Lucía Muñoz-Pascual & Jesús Galende, 2020. "Ambidextrous Relationships and Social Capability as Employee Well-Being: The Secret Sauce for Research and Development and Sustainable Innovation Performance," IJERPH, MDPI, vol. 17(9), pages 1-22, April.
    4. Carla Martínez-Climent & María Rodríguez-García & Juying Zeng, 2019. "Ambidextrous Leadership, Social Entrepreneurial Orientation, and Operational Performance," Sustainability, MDPI, vol. 11(3), pages 1-15, February.
    5. Robert Karaszewski & Rafał Drewniak, 2021. "The Leading Traits of the Modern Corporate Leader: Comparing Survey Results from 2008 and 2018," Energies, MDPI, vol. 14(23), pages 1-23, November.
    6. Franco GANDOLFI & Seth STONE, 2017. "The Emergence of Leadership Styles: A Clarified Categorization," REVISTA DE MANAGEMENT COMPARAT INTERNATIONAL/REVIEW OF INTERNATIONAL COMPARATIVE MANAGEMENT, Faculty of Management, Academy of Economic Studies, Bucharest, Romania, vol. 18(1), pages 18-30, March.
    7. Shuanglong Wang & Nathan Eva & Alexander Newman & Haihua Zhou, 2021. "A double-edged sword: the effects of ambidextrous leadership on follower innovative behaviors," Asia Pacific Journal of Management, Springer, vol. 38(4), pages 1305-1326, December.

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