The interaction effects of proactive personality and empowering leadership and close monitoring behaviour on creativity

Abstract

In today's hurried information‐oriented business environment, it is crucial to examine under what conditions individuals may perform for creativity. Taking an interactional perspective, this study investigates how the interactions of proactive personality and empowering leadership or close monitoring behaviour may influence employee creativity in opposite directions. Data from 163 samples indicate that proactive personality promotes creativity, while close monitoring behaviour lowers creativity. Furthermore, the study shows that proactive employees are likely to engage in creativity when their leaders demonstrate high levels of empowering leadership. Theoretical and practical implications are discussed.

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