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From LMX to Individual Creativity: Interactive Effect of Engagement and Job Complexity

Author

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  • Guadalupe Vila-Vázquez

    (Department of Business Administration and Marketing, Universidade de Santiago de Compostela, Facultade de Ciencias Económicas e Empresariais, 15782 Santiago de Compostela, Spain)

  • Carmen Castro-Casal

    (Department of Business Administration and Marketing, Universidade de Santiago de Compostela, Facultade de Ciencias Económicas e Empresariais, 15782 Santiago de Compostela, Spain)

  • Dolores Álvarez-Pérez

    (Department of Business Administration and Marketing, Universidade de Santiago de Compostela, Facultade de Ciencias Económicas e Empresariais, 15782 Santiago de Compostela, Spain)

Abstract

This study explores how the quality of leader–member exchange (LMX) is associated with employees’ creativity via engagement, and the moderating role of a job characteristic related to knowledge (job complexity) in this relationship. A moderated mediation model was tested on a sample of 320 employees from emergent high-tech and knowledge-based small and medium enterprises (SMEs) in Spain. The results supported an indirect influence of LMX on individual creativity through engagement. Additionally, this study found that job complexity accentuated the impact of engagement on creativity. More importantly, the findings confirmed that the intensity of the LMX–engagement–creativity relationship was moderated by job complexity. That is, the relationship was stronger when job complexity was high. Taken together, this study improves the understanding of the factors that contribute to increased employee creativity, an important outcome for high-tech and knowledge-based SMEs.

Suggested Citation

  • Guadalupe Vila-Vázquez & Carmen Castro-Casal & Dolores Álvarez-Pérez, 2020. "From LMX to Individual Creativity: Interactive Effect of Engagement and Job Complexity," IJERPH, MDPI, vol. 17(8), pages 1-18, April.
    • Handle: RePEc:gam:jijerp:v:17:y:2020:i:8:p:2626-:d:344348
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    References listed on IDEAS

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    1. Liu, Dong & Jiang, Kaifeng & Shalley, Christina E. & Keem, Sejin & Zhou, Jing, 2016. "Motivational mechanisms of employee creativity: A meta-analytic examination and theoretical extension of the creativity literature," Organizational Behavior and Human Decision Processes, Elsevier, vol. 137(C), pages 236-263.
    2. Wenjing Cai & Svetlana Khapova & Bart Bossink & Evgenia Lysova & Jing Yuan, 2020. "Optimizing Employee Creativity in the Digital Era: Uncovering the Interactional Effects of Abilities, Motivations, and Opportunities," IJERPH, MDPI, vol. 17(3), pages 1-19, February.
    3. Mats Alvesson, 2000. "Social Indentity And The Problem of Loyalty In Knowledge‐Intensive Companies," Journal of Management Studies, Wiley Blackwell, vol. 37(8), pages 1101-1124, December.
    4. Rauch, Andreas & Hatak, Isabella, 2016. "A meta-analysis of different HR-enhancing practices and performance of small and medium sized firms," Journal of Business Venturing, Elsevier, vol. 31(5), pages 485-504.
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    Cited by:

    1. Helena Bulinska-Stangrecka & Anna Bagienska & Yasangi Anuradha Iddagoda, 2021. "The Mediating Role of Social Media in the Relationship between Perceived Leadership Support and Employee Engagement in Banking," European Research Studies Journal, European Research Studies Journal, vol. 0(Special 1), pages 851-874.

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