How and when servant leaders fuel creativity: The role of servant attitude and intrinsic motivation |
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Institution: | 1. Department of Management, Whitman School of Management, Syracuse University, Syracuse, NY 13244, United States of America;2. Department of Management, Raymond J. Harbert College of Business, Auburn University, Auburn, AL 36849, United States of America;3. Department of Management, College of Business, Oregon State University, Corvallis, OR 97331, United States of America;1. Department of Psychology, University of Quebec at Montreal (UQAM), Case Postale 8888, succ. Centre-ville, H3C3P8 Montreal, Quebec, Canada;2. School of Business Administration (ESG), University of Quebec at Montreal (UQAM), Case Postale 8888, succ. Centre-ville, H3C3P8 Montreal, Quebec, Canada |
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Abstract: | Workplace creativity is critical to stay ahead in the current competitive hospitality industry. Recent research has suggested that servant leadership fosters creativity. However, there is a lack of research into the mechanisms and situations that make this link possible. This paper examines (1) employee servant attitude as a mediator in the servant leadership–employee creativity relationship, and (2) the role of intrinsic motivation in both the direct and the mediated relationship. Using structural equation modeling to analyze a sample of 259 hotel employees in Spain, we found that servant attitude is one of the mechanisms servant leaders use to foster creativity, and that this mediating role of servant attitude is strengthened as employee intrinsic motivation increases. However, when intrinsic motivation decreases, the mediation reverts and the leadership–employee creativity relationship becomes significant again. New light is shed on how and when servant leadership is most effective in fostering hotel staff creativity. |
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Keywords: | Servant leadership Workplace creativity Servant attitude Intrinsic motivation Moderated mediation |
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