Relationship among Creative Self-efficacy, Group Cohesiveness, Leadership Style, Individual Employee and Group Creativity

In Study 1, the main effects of creative self-efficacy, group cohesiveness and empowering leadership in relation to employee creativity, at both individual and group levels, were examined in this study. A total of 109 employees in Hong Kong from various industries and their group members participated in this study. By using hierarchical multiple regression for analysis, it indicated that individual creative performance was positively correlated with creative self-efficacy, group cohesiveness and empowering leadership; and group creative performance was positively correlated with team creative efficacy and group cohesiveness only. It implied that strategies for enhancing creative efficacy at both individual and group levels are important in achieving individual and group creative performance. In Study 2, 581 employees were recruited from a telecommunication company. Team level measures included leadership styles (benevolent, authoritarian, moral), supportive supervision, non-controlling supervision, perceived organizational support, and perceived coworker support. Individual level measures were creative self-efficacy and intrinsic motivation. Results indicated that benevolent, authoritarian, and supportive leadership style predicted employee creativity. Perceived organizational and coworker support, as well as creative self-efficacy served as mediators for predicting employee creativity. Implications and applications will be discussed.