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Although leaders play a vital role in motivating the creative performance of followers, a paucity of research has examined specific behaviors of leaders. The purpose of this paper is to investigate the impact of leader knowledge sharing behavior on followers’ creative performance.

To decrease the potential of the common method bias, this research conducted a time-lagged study to gather data from 319 employees working at information technology companies in Vietnam. This study used the hierarchical regression analysis to test the hypotheses.

The results showed that leader knowledge sharing behavior had a positive impact on follower creativity. Moreover, follower-acquired knowledge partially mediated this relationship. Furthermore, follower prosocial motivation positively moderated the effects of leader knowledge sharing behavior and follower-acquired knowledge on followers’ creative performance.

The findings contribute to the creativity literature by providing evidence that leader knowledge sharing behavior could stimulate follower creativity directly and indirectly through follower-acquired knowledge. This research also confirmed the moderating role of prosocial motivation in reinforcing the influence of leader behaviors and employee ability on employee creativity.

The principal objective of this current research is to explore and test an underlying mechanism to solve the inconsistent relationship between supervisors’ developmental feedback and employee creativity. This study also tests the moderating role of absorptive capacity in fully understanding the relationship between two constructs.

A time-lagged survey was utilized to collect data from 317 employees working at information technology (IT) organizations in Vietnam. This research conducted a hierarchical regression analysis to examine the hypotheses.

This research found that employees’ operational skills fully mediated the link between supervisors’ developmental feedback and employees’ creative performance. Moreover, absorptive capacity positively moderated the relationship between supervisors’ developmental feedback and employees’ operational skills as well as the relationship between employees’ operational skills and employee creativity.

This research is one of the first papers to discuss the mediating role of employees’ operational skills in associating supervisors’ developmental feedback with employee creativity in response to the calls of previous studies. To fully comprehend the indirect impact of supervisors' developmental feedback on workers' creative performance, this research also examines the moderating influence of absorptive capacity at the individual level.

The purpose of this paper is to examine the mediating role of task-efficacy and information exchange in linking the relationship between developmental feedback and employee creativity. In addition, this current paper tests the moderating role of innovative climate in reinforcing the effects of task-efficacy and information exchange on employee creativity.

This current research used a time-lagged questionnaire survey to reduce the potential problem of common method variance. The sample size of this study was 305 employees from information technology companies in southern Vietnam. This research undertook a hierarchical regression analysis to test the hypotheses.

The results found that task-efficacy and information exchange fully meditated the relationship between developmental feedback and employee creativity. Furthermore, innovative climate positively moderated the effects of task-efficacy and information exchange on employees’ creative performance.

This current paper is one of the first studies to examine task-efficacy as a motivational mechanism and information exchange as a cognitive mechanism for understanding the relationship between developmental feedback and employee creativity. This paper is also one of the first attempts to investigate whether innovative climate reinforces the effects of task-efficacy and information exchange on employee creativity.

The purpose of this research is to test the unexplored association between diversity climate and employee innovation. To fully understand this association, this research aims to explore the mediating role of domain-relevant skills and the moderating role of openness to experience.

This research gathered data from 367 full-time employees working at information organisations in Vietnam. Structural equation modelling was used to test hypotheses.

The results showed that diversity climate positively impacted employee innovation directly and indirectly through domain-relevant skills. In addition, openness experience moderated the relationship between diversity climate and employee innovation.

This is one of the first studies to explore how a diversity climate influences employee innovation. This research also investigates how domain-relevant skills link diversity climate with employee innovation. Finally, this research provides further evidence that openness to experience reinforces the effect of diversity climate on employee innovation.

This study aims to investigate how job self-efficacy mediates the relationship between online knowledge sharing and employee innovation. To fully understand this relationship, this study also tests the moderating role of an innovative climate.

This study gathered data from 353 full-time employees working at information technology companies in Vietnam. This study used structural equation modeling to test hypotheses.

The results showed that online knowledge sharing positively influenced employee innovation directly and indirectly through job self-efficacy. Moreover, innovative climate positively affected employee innovation as well as moderated the nexus between online knowledge sharing and employee innovation.

First, this study provides further evidence that job self-efficacy plays a mediator linking online knowledge sharing with employee innovation. Second, this paper confirms that an innovative climate can play a mixed moderator that not only influences employee innovation but also moderates the association between online knowledge sharing and employee innovation.

Knowledge sharing is critical for employee creative performance. The purpose of this study is to investigate the impact of supervisor knowledge sharing behavior on subordinate creativity.

This study collected data by paper-based surveys at information technology organizations in southern Vietnam (N = 339). The hypotheses were tested by conducting a hierarchical regression analysis.

The results showed that supervisor knowledge sharing behavior positively affected subordinates’ creative performance. Further, the positive association between supervisor knowledge sharing behavior and subordinate creativity was reinforced by subordinate absorptive capacity and partially mediated by subordinate task-efficacy and subordinate domain knowledge.

Companies should choose individuals who frequently share their knowledge with others when staffing supervisory positions. Moreover, companies should encourage supervisors as well as give supervisors a substantial amount of time and opportunities to share their knowledge with their subordinates. Further, companies should encourage employees to proactively gain valuable knowledge shared by their supervisors. Finally, companies should provide employees with job training programs as well as encourage them to join these programs to improve their absorptive capacity.

This is one of the first papers to investigate whether supervisors can stimulate their subordinate creativity by sharing explicit and tacit knowledge. This study also contributes to the creativity literature by examining the mediating role of subordinate task-efficacy and subordinate domain knowledge and the moderating effect of subordinate absorptive capacity.

The purpose of this study is to focus on exploring how supervisors with high creativity-relevant skills stimulate their subordinate creativity through subordinate creativity-relevant skills and creative role identity.

This study analyzed the data gathered from 381 employees working in information technology (IT) organizations in Southern Vietnam using structural equation modeling (SEM).

The results indicate that supervisor creativity-relevant skills did not directly influence subordinate creativity. However, subordinate creativity-relevant skills and creative role identity fully mediated this association.

First, when staffing supervisory positions, organizations should consider individuals with a high level of creativity-relevant skills. Second, organizations should encourage supervisors to participate in training programs to develop knowledge and skills, in particular, creativity-relevant skills. Third, organizations should design a work environment that gives employees a substantial amount of time to interact with supervisors who have a high level of creativity-relevant skills. Finally, organizations should give supervisors opportunities for sharing their creativity-relevant skills with their subordinates.

This research is one of the first efforts to investigate the crucial role of supervisor creativity-relevant skills in enhancing subordinate creativity. Moreover, this research seeks to examine subordinate creativity-relevant skills and creative role identity as mediating mechanisms linking supervisor creativity-relevant skills with subordinates' creative performance.

The purposes of this paper are first to resolve the inconsistent relationship between leader intellectual stimulation and follower creativity by investigating a promising moderator and then to examine the role of follower creative ability and job autonomy as mediating mechanisms linking leader intellectual stimulation with follower creativity.

A time-lagged study was undertaken to gather data from employees working in the information technology sector in Vietnam (N = 415). This study used structural equation modeling (SEM) to analyze the gathered data.

This study found a positive direct relationship between leader intellectual stimulation and follower creative performance. Moreover, the follower proactive personality moderated this direct relationship. Furthermore, the results illustrated that follower creative ability and job autonomy partially mediated the positive effect of leader intellectual stimulation on follower creativity.

This is one of the first studies to investigate the moderating role of follower proactive personality in resolving the inconsistent relationship between leader intellectual stimulation and follower creativity. Moreover, with using follower creative ability and job autonomy as mediating mechanisms, this study provides evidence that leader behaviors have a partially indirect association with follower creativity through follower abilities and work characteristics.

The purpose of this paper is to investigate mediating mechanisms linking leaders’ developmental feedback with employee creativity and the moderating role of intrinsic motivation in the effects of employees’ skills on employee creativity.

Using data collected from 326 employees at information technology organizations in Vietnam, this study tested the hypotheses by using structural equation modeling.

The results show that leaders’ developmental feedback has a positive indirect relationship with employee creativity via creativity-relevant skills, domain-relevant skills and intrinsic motivation. There are no significant differences in the effects of developmental feedback on employee creativity through proposed mediators. Further, intrinsic motivation positively moderates the impact of domain-relevant skills on employee creativity. However, intrinsic motivation does not moderate the effect of creativity-relevant skills on employee creativity.

This research is one of the first efforts to investigate intrinsic motivation as a motivational mechanism as well as creativity-relevant skills and domain-relevant skills as cognitive mechanisms for understanding the relationship between leaders’ developmental feedback and employee creativity. This research also examines how intrinsic motivation moderates the effects of employees’ skills on employee creativity.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

A study from Vietnam of 353 IT workers showed online knowledge sharing positively influenced employee innovation both directly and indirectly through job self-efficacy. The results also revealed that the innovative climate positively affected employee innovation, as well as moderated the relationship between online knowledge sharing and employee innovation.

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.