Enhancing employees’ creativity through entrepreneurial leadership: can knowledge sharing and creative self-efficacy matter?

Abstract

Purpose This study aims to examine knowledge sharing as an explanatory variable between entrepreneurial leadership and employee creativity. The authors further examined the moderating role of creative self-efficacy between knowledge sharing and employee creativity. Design/methodology/approach The authors collected data from 307 employees and their immediate supervisors working in IT-based organizations. Findings The authors noted that entrepreneurial leaders positively affect employees’ creativity and knowledge sharing positively explains this association. The authors further noted individuals high in creative self-efficacy strengthen the association between knowledge sharing and employee creativity. Research limitations/implications The authors used a cross-sectional design to collect data that may restrict causality. Still, the study suggests management learn, develop and implement entrepreneurial skills that foster knowledge sharing to enhance creativity. In addition, hiring individuals with creative self-efficacy would further encourage creativity. Originality/value Drawing upon social exchange theory, the authors are first to examine knowledge sharing as a mediating mechanism between entrepreneurial leadership and employee creativity. In addition, the authors examined creative self-efficacy as a conditional variable on the association between knowledge sharing and employee creativity.

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