engleski

Creative Leadership and Work Role Proficiency: The Mediating Role of Employee Innovativeness

Theory and practice confirm that innovative work behaviors drive the delivery of market- differentiating improvements and are now actively promoted as desirable actions for leaders and employees likewise. By acknowledging the fact that innovative work behaviors represent a complex, multi- dimensional and multi-stage construct that captures various multi-player roles, we conducted a study in the public-sector setting and examined the interplay between leader- and follower-innovativeness as well as and their relationship to employee work role proficiency . The empirical evidence confirmed that creative leaders indirectly increase task performance of their immediate subordinates by fostering employees’ implementation-oriented behavior. The highest work role proficiency results emerged from the leader–follower fit situation at the high-level of innovativeness. This would mean that organizations would benefit the most by having both creative leaders and innovative employees.

Leadership ; creativity ; innovativeness ; work role proficiency

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