Organizational Antecedents of Creative Self‐Efficacy

Abstract

A number of studies have documented a relationship between creative self‐efficacy and creative performance. The main aim of the present study was to investigate organizational factors that may influence such creative self‐efficacy. The examined variables included employees' task type and task autonomy, the quality of relationship between supervisors and subordinates (leader–member exchange [LMX]), as well as perceived levels of collegial support for creativity. The sample included 240 employees in a manufacturing company. The hypotheses were tested using partial least squares analysis. Results showed significant and positive relationships between the study variables and creative self‐efficacy, supporting the hypotheses. Furthermore, the combinations of task autonomy and high‐quality LMX, as well as task autonomy and collegial support for creativity, were positively associated with creative self‐efficacy. The results of this study may give guidance to leaders and consultants who want to enhance the creativity levels of employees through organizational development efforts.

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