Servant Leadership, Team Reflexivity, Coworker Support Climate, and Employee Creativity: A Multilevel Perspective

被引：24

作者：

Wang, Zhining ^{[1
]}

Guan, Chunjie ^{[1
]}

Cui, Tao ^{[1
]}

Cai, Shaohan ^{[2
]}

Liu, Dandan ^{[1
]}

机构：

[1] China Univ Min & Technol, Sch Econ & Management, Univ Rd, Xuzhou 221116, Jiangsu, Peoples R China

[2] Carleton Univ, Sprott Sch Business, Ottawa, ON, Canada

来源：

JOURNAL OF LEADERSHIP & ORGANIZATIONAL STUDIES | 2021年 / 28卷 / 04期

关键词：

team reflexivity; coworker support climate; servant leadership; employee creativity; multilevel-mediated moderation; TRANSFORMATIONAL LEADERSHIP; ORGANIZATIONAL SUPPORT; EMPOWERING LEADERSHIP; PROCEDURAL JUSTICE; MODERATING ROLE; PERFORMANCE; MANAGEMENT; INNOVATION; SERVICE; MODEL;

D O I：

10.1177/15480518211010769

中图分类号：

C93 [管理学];

学科分类号：

12 ; 1201 ; 1202 ; 120202 ;

摘要：

Based on input-process-outcome model and contingency theory, we develop a research model that depicts the influence of coworker support climate on the cross-level process linkages among servant leadership, team reflexivity, and employee creativity. Using data collected from 442 participants in 92 teams, we conducted a multilevel analysis, which demonstrated that servant leadership promotes team reflexivity which, in turn, enhances employee creativity. In addition, our study suggests that the coworker support climate moderated the relationship between servant leadership and team reflexivity. Finally, servant leadership and coworker support climate jointly affect employee creativity via team reflexivity (multilevel-mediated moderation effect).

引用

页码：465 / 478

页数：14

共 88 条

[1] The dynamic componential model of creativity and innovation in organizations: Making progress, making meaning [J].

Amabile, Teresa M. ;

Pratt, Michael G. .

RESEARCH IN ORGANIZATIONAL BEHAVIOR: AN ANNUAL SERIES OF ANALYTICAL ESSAYS AND CRITICAL REVIEWS, VOL 36, 2016, 36 :157-183

[2] Assessing the work environment for creativity [J].

Amabile, TM ;

Conti, R ;

Coon, H ;

Lazenby, J ;

Herron, M .

ACADEMY OF MANAGEMENT JOURNAL, 1996, 39 (05) :1154-1184

[3]

Balkundi P, 2006, ACAD MANAGE J, V49, P49, DOI [10.2307/20159745, 10.5465/AMJ.2006.20785500]

[4] Reflexivity and managerial practice [J].

Barge, JK .

COMMUNICATION MONOGRAPHS, 2004, 71 (01) :70-96

[5] The moderating role of top management team interdependence: Implications for real teams and working groups [J].

Barrick, Murray R. ;

Bradley, Bret H. ;

Kristof-Brown, Amy L. ;

Colbert, Amy E. .

ACADEMY OF MANAGEMENT JOURNAL, 2007, 50 (03) :544-557

[6] Deep-level composition variables as predictors of team performance: A meta-analysis [J].

Bell, Suzanne T. .

JOURNAL OF APPLIED PSYCHOLOGY, 2007, 92 (03) :595-615

[7]

Brislin RW., 1980, International Journal of Intercultural Relations, V4, P137, DOI [10.1016/0147-1767(80)90025-5, DOI 10.1016/0147-1767(80)90025-5]

[8] What type of leadership behaviors are functional in teams? A meta-analysis [J].

Burke, C. Shawn ;

Stagl, Kevin C. ;

Klein, Cameron ;

Goodwin, Gerald F. ;

Salas, Eduardo ;

Halpin, Stanley M. .

LEADERSHIP QUARTERLY, 2006, 17 (03) :288-307

[9] Top management team behavioral integration, decision quality, and organizational decline [J].

Carmeli, Abraham ;

Schaubroeck, John .

LEADERSHIP QUARTERLY, 2006, 17 (05) :441-453

[10] The implications of strategy and social context for the relationship between top management team heterogeneity and firm performance [J].

Carpenter, MA .

STRATEGIC MANAGEMENT JOURNAL, 2002, 23 (03) :275-284

← 1 2 3 4 5 6 7 8 9 →