The indirect effect of leader humility on employee creativity through a growth mindset for creativity

Abstract

Drawing on social learning theory, the authors hypothesized that leader humility would have an indirect effect on employee creativity through employees’ belief in the malleability of creativity (a growth creative mindset). They further hypothesized that this indirect effect would be particularly pronounced in research-and-development-related work teams. They tested these hypotheses in a survey study of 476 Chinese employees. The results support both hypotheses: employees’ perception of team leaders’ humility was positively related to employees’ growth creative mindset, which in turn was positively associated with employee creativity. In addition, this indirect effect was stronger in research-and-development-related teams than in other teams. This study provides a new explanation of the link between leader humility and employee creativity through a growth creative mindset. The practical implications are discussed.

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