Article ID | Journal | Published Year | Pages | File Type |
---|---|---|---|---|
7422292 | Tourism Management | 2014 | 11 Pages |
Abstract
Integrating transformational leadership, creativity and social cognitive theories, we explore the relationships among transformational leadership, creative role identity, creative self-efficacy, job complexity and creativity. Structural equation modeling (SEM) with bootstrapping estimation was conducted using data from 395 supervisor-employee dyads from international tourist hotels in Taiwan. The results show that supervisors' transformational leadership positively influenced employee creative self-efficacy and creativity. Moreover, creative role identity was found to mediate the relationship between transformational leadership and employee creative self-efficacy, while both creative role identity and creative self-efficacy were found to mediate the relationship between transformational leadership and employee creativity. Specifically, job complexity was found to moderate the relationship between transformational leadership and employee creative role identity, the relationship between employee creative role identity and creative self-efficacy, and the relationship between employee creative self-efficacy and creativity. We discuss the implications of these results for research and practice in hospitality context.
Related Topics
Social Sciences and Humanities
Business, Management and Accounting
Strategy and Management
Authors
Chung-Jen Wang, Huei-Ting Tsai, Ming-Tien Tsai,