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The impacts of leadership support and coworker support on employee creative behavior

机译：领导支持和同事支持对员工创造性行为的影响

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Purpose - Previous research has emphasized how leadership style and collegial relationships can foster creativity in the workplace; in a related sense, understanding how support from leaders and coworkers affect the creativity process is critical too. Therefore, the purpose of this paper is to seek a deeper understanding of how leadership support and coworker support influence employee creativity. Design/methodology/approach - A quantitative study was conducted among 299 employees working at eight organizations in a non-western country. Findings - The results of this research revealed that both leadership support and coworker support exert positive influences on employee creativity, moderated by several additional variables. Specifically, employee engagement and tenure both strengthen the relationship of leadership support with employee creativity. Furthermore, individual creativity has a positive impact on job performance. Research limitations/implications - These findings offer theoretical and practical implications, as well as directions for further research Originality/value - This research examined the impacts of leadership support and coworker support on employee creative behavior and individual performance. To better understand the nature of these impacts, the authors introduced two moderators such as employee engagement and tenure. To the best of our knowledge, there are no empirical evidences regarding whether and how leadership support and coworker support interact with employee engagement and tenure to influence employee creative behavior and individual performance.
机译：目的-先前的研究强调了领导风格和同事关系如何促进工作场所的创造力；从相关意义上讲，了解领导者和同事的支持如何影响创造力过程也至关重要。因此，本文旨在深入了解领导力支持和同事支持如何影响员工的创造力。设计/方法/方法-在一个非西方国家的八个组织中对299名员工进行了定量研究。调查结果-这项研究的结果表明，领导支持和同事支持都对员工的创造力产生积极影响，并受到其他变量的影响。具体来说，员工敬业度和任期都可以增强领导支持与员工创造力之间的关系。此外，个人创造力对工作绩效有积极影响。研究的局限性/含义-这些发现提供了理论和实践意义，以及进一步研究的方向原创性/价值-这项研究研究了领导支持和同事支持对员工创造性行为和个人绩效的影响。为了更好地理解这些影响的本质，作者介绍了两个主持人，例如员工敬业度和任期。据我们所知，没有任何经验证据可以证明领导支持和同事支持是否以及如何与员工敬业度和任期相互作用，从而影响员工的创造性行为和个人绩效。

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