Search results

The aim of this research, which is based on social identity theory (SIT), is to investigate the effect of leader vision (LV) and crab syndrome (CS) on creativity. The impact of LV and CS, as well as psychological ownership (PO), on creativity is examined. It is also to determine the mediating role of PO and the moderating role of instrumental climate (IC) in these relationships.

The research was carried out with the quantitative research method by adopting the screening design. Deductive logic approach was used to develop hypotheses and theoretical framework. The textile sector, where the emphasis on creativity is at the forefront, was chosen as an example. Data without common method variance (CMV) error were analyzed by structural equation modeling (SEM).

The results of the research show that LV is positively related to creativity, while CS is negatively related to creativity. Additionally, a positive correlation has been identified between PO and creativity. It has been revealed that PO has a mediation role in the relationship between the LV and creativity, and the relationship between the CS and creativity. It has been also determined that IC has a moderator role between the LV and PO.

This study introduces a novel perspective on creativity through the integration of the LV and CS concepts. Furthermore, it contributes significantly to the existing creativity literature by examining the impact of PO on creativity and the mediating role of PO.

This paper aims to explain the mediating role of relational energy and the moderating role of other-focused interest in the relationship between servant leadership and its outputs (namely, work effort, flourishing and organizational citizenship behavior), using the theory of resource conservation and social contagion.

The survey method was used in the study, and longitudinal data were collected to prevent the common method variance error and to reveal the causal relationships. Structural equation modeling was used to test the proposed hypotheses.

According to the results, it was observed that relational energy has a full mediator role in the relationship between servant leadership, work effort and flourishing, and relational energy has an integral part mediator role in the relationship between servant leadership and organizational citizenship behavior. In addition, it has been determined that other focus interest plays a moderating role in the relationship between servant leadership and relational energy.

The research offers important implications for servant leaders on how to improve individual and organizational outcomes.

The study contributes to the servant leadership literature by associating resource conservation theory with social contagion theory. The study differs from previous studies with two main features. First, the previous studies generally adopted a perspective of energy sender. This research, on the other hand, is based on the perception of energy receivers (followers of a servant leader). Second, a moderating role of other-focused interest is explored in the relationship between servant leadership and relational energy.