The relationship between empowering leadership and radical creativity

Wenjun Yin; Su Liu

doi:10.3389/fpsyg.2022.1002356

Frontiers in Psychology (Oct 2022)

The relationship between empowering leadership and radical creativity

Wenjun Yin,
Su Liu

Affiliations

Wenjun Yin: School of Economics and Management, Hubei University of Science and Technology, Xianning, China
Su Liu: School of Management, Huazhong University of Science and Technology, Wuhan, China

DOI: https://doi.org/10.3389/fpsyg.2022.1002356
Journal volume & issue: Vol. 13

Abstract

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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.

Published in Frontiers in Psychology

ISSN: 1664-1078 (Online)
Publisher: Frontiers Media S.A.
Country of publisher: Switzerland
LCC subjects: Philosophy. Psychology. Religion: Psychology
Website: https://www.frontiersin.org/journals/psychology

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