The Influence of Perceptions Transformational Leadership on Lecturer Creativity with Creative Self Efficacy as Mediator
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Published:
Dec 20, 2023
Keywords:
Transformational Leadership , Employee Creativity , Creative Self-Efficacy
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Abstract
The purpose of this study is to identify and examine the role of transformational leadership perceptions and creative self-efficacy in employee (lecturer) creativity. Explanatory study with hypothesis testing is the research methodology employed. Bung Hatta University Lecturers are the study's subject and population. Purposive sampling was used, and the sample criteria were Bung Hatta University Lecturers who have worked for at than one year (n = 170). SEM-PLS (Smart PLS) is the data analysis technique used in this investigation. The research findings from the study of perceptions of transformational leadership have no effect on employee creativity, creative self-efficacy has a positive effect on employee creativity, and creative self-efficacy mediates the relationship of perception and employee creativity.
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How to Cite
Azliyanti, E., Akmal, A., & Trianita, M. (2023). The Influence of Perceptions Transformational Leadership on Lecturer Creativity with Creative Self Efficacy as Mediator. ProBisnis : Jurnal Manajemen, 14(6), 547–554. https://doi.org/10.62398/probis.v14i6.358
References
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(Hair 2015). A Primer on Partial Least Square Structural Equation Modelling (PLS-SEM). CA: Sage.
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(Oldham and Cummings 1996). Employee creativity: Personal and contextual factors at work. Academy of Management Journal, 39: 607–634.
(Tierney and Farmer 2011). Creative self-efficacy: Potential antecedents and relationship to creative performance. Academy of ManagementJournal, 45: 1137–1148.
(Dvir et al. 2002). “Transformational leadership and follower creativity: The mediating role of follower relational identification and the moderating role of leader creativity expectations”, The Leadership Quarterly, Vol 26, pp. 286-299.
(Wang, Tsai, and Tsai 2014) . Linking Transformational Leadership and Employee Creativity in The Hospitality Industry: The Influences of Creative Role Identity, Creative Self-Efficacy, and Job Complexity. Tourism Management, 40, 79-89.
(Zhang and Bartol 2010) . Linking empowering leadership and employee creativity: The influence of psychological empowerment, intrinsic motivation and creative process engagement. Academy of Management Journal, 53(1), pp.107-128.
(Zhou and George 2001). When job dissatisfaction leads to creativity: Encouraging the expression of voice. Academy of Management Journal, 44: 682–69
(Bandura 1997). Self-efficacy: The exercise of control. New York: Freeman.
(Bandura 1999). Social Foundation of Thoughts and Action: A Social Cognitive Theory . Prentice Hall, Englewood Cliffs: NJ.
(Colquitt and Simmering 1998) ). Conscientiousness, goal orientation, and motivation to learn during the learning process: A longitudinal study. Journal of Applied Psychology, 83(4), 654-665.
(Dvir et al. 2002). Impact of transformational leadership on follower development and performance : A field experiment. The Academy of Management Journal, 45 (4): 735-744.
(Bass, Bernard 1999). “Two Decades of Research and Development in Transformational Leadership”, European Journal of Work and Organizational Psychology, Vol. 8, pp. 9–32.
(Imam 2015) ). Structural Equation Modelling Metode Alternatif dengan Partial Least Square (PLS).Semarang: Badan Penerbit Universitas Diponegoro.
(Gist, M. E., & Mitchell n.d.). Self-efficacy: A theoretical analysis of it determinants and malleability. Academy of Management Review, 17, 183–211. doi: 10.2307/258770
(Gong et al. 2009). Human resources management and firm performance: The differential role of managerial affective and continuance commitment. Journal of Applied Psychology, 94(1), 263-275.
(Hair 1973). Multivariate data analysis. 7th ed. Upper Saddle River, NJ: Prentice Hall.
(Hair 2015). A Primer on Partial Least Square Structural Equation Modelling (PLS-SEM). CA: Sage.
(Jaussi and Dionne 2003) . Leading for creativity: The role of unconventional leader behavior. Leadership Quarterly, 14: 475– 498.
(Lee et al. 2016) ). Socialization Tactics, Self Efficacy and Newcomers Adjustment to Organizations. Academy of Management Journal, 29, 262-279.
(Unsworth 2014). Unpacking Creativity. The Academy of Management Review. Vol. 26, No. 2 pp. 289-297.
(Oldham and Cummings 1996). Employee creativity: Personal and contextual factors at work. Academy of Management Journal, 39: 607–634.
(Tierney and Farmer 2011). Creative self-efficacy: Potential antecedents and relationship to creative performance. Academy of ManagementJournal, 45: 1137–1148.
(Dvir et al. 2002). “Transformational leadership and follower creativity: The mediating role of follower relational identification and the moderating role of leader creativity expectations”, The Leadership Quarterly, Vol 26, pp. 286-299.
(Wang, Tsai, and Tsai 2014) . Linking Transformational Leadership and Employee Creativity in The Hospitality Industry: The Influences of Creative Role Identity, Creative Self-Efficacy, and Job Complexity. Tourism Management, 40, 79-89.
(Zhang and Bartol 2010) . Linking empowering leadership and employee creativity: The influence of psychological empowerment, intrinsic motivation and creative process engagement. Academy of Management Journal, 53(1), pp.107-128.
(Zhou and George 2001). When job dissatisfaction leads to creativity: Encouraging the expression of voice. Academy of Management Journal, 44: 682–69