Empowering Leadership in Creativity and Work-Effort: An Elucidation through the Psychological Empowerment and Self- Leadership of the Millennials Generation
The purpose of this article is to elucidate the relations of empowering leadership on creativity and work-effort by using psychological empowerment and self-leadership. This elucidation contributes to fill the void in empirical studies by simultaneously examining the dynamics of relations among empo...
Ausführliche Beschreibung
Autor*in: |
Muhammad Ikhsan Alif [verfasserIn] Tur Nastiti [verfasserIn] |
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Format: |
E-Artikel |
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Sprache: |
Englisch |
Erschienen: |
2022 |
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Schlagwörter: |
empowering leadership, psychological empowerment, self-leadership, work-effort, creativity. |
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Übergeordnetes Werk: |
In: Gadjah Mada International Journal of Business - Universitas Gadjah Mada, 2017, 24(2022), 3, Seite 269-288 |
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Übergeordnetes Werk: |
volume:24 ; year:2022 ; number:3 ; pages:269-288 |
Links: |
Link aufrufen |
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DOI / URN: |
10.22146/gamaijb.61306 |
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Katalog-ID: |
DOAJ029252423 |
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10.22146/gamaijb.61306 doi (DE-627)DOAJ029252423 (DE-599)DOAJ3ccb4c8e6e32484b9ad6362b2976fb13 DE-627 ger DE-627 rakwb eng HF5001-6182 Muhammad Ikhsan Alif verfasserin aut Empowering Leadership in Creativity and Work-Effort: An Elucidation through the Psychological Empowerment and Self- Leadership of the Millennials Generation 2022 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier The purpose of this article is to elucidate the relations of empowering leadership on creativity and work-effort by using psychological empowerment and self-leadership. This elucidation contributes to fill the void in empirical studies by simultaneously examining the dynamics of relations among empowering leadership, creativity, work-effort, psychological empowerment, and self-leadership. The social exchange theory is applied to theoretically explain the psychological mechanisms among the constructs. As millennials are categorized as a creative generation, this study focuses on discussing the factors influencing their creativity and work-effort, with a specific notion of empowerment. This study is based on survey data (n = 113) of millennial generation employees working in digital start-up creative industries in Indonesia. Partial least squares structural equation modeling (PLS-SEM) is used to estimate the model. Results of the study find that empowering leadership influences employee creativity and work-effort either directly or indirectly through psychological empowerment and self-leadership. More specifically, the psychological empowerment of employees partially mediates the influence of empowering leadership on employee creativity and employee work-effort. Employee self-leadership also partially mediates the effect of empowering leadership on psychological empowerment, creativity, and employee work-effort. This study implies the practical and theoretical application of empowering leadership in the creativity context of the millennial generation. empowering leadership, psychological empowerment, self-leadership, work-effort, creativity. Business Tur Nastiti verfasserin aut In Gadjah Mada International Journal of Business Universitas Gadjah Mada, 2017 24(2022), 3, Seite 269-288 (DE-627)489254225 (DE-600)2191234-8 23387238 nnns volume:24 year:2022 number:3 pages:269-288 https://doi.org/10.22146/gamaijb.61306 kostenfrei https://doaj.org/article/3ccb4c8e6e32484b9ad6362b2976fb13 kostenfrei https://jurnal.ugm.ac.id/gamaijb/article/view/61306 kostenfrei https://doaj.org/toc/1411-1128 Journal toc kostenfrei https://doaj.org/toc/2338-7238 Journal toc kostenfrei GBV_USEFLAG_A SYSFLAG_A GBV_DOAJ GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_69 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_110 GBV_ILN_120 GBV_ILN_152 GBV_ILN_285 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2048 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2106 GBV_ILN_2108 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2472 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4700 AR 24 2022 3 269-288 |
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10.22146/gamaijb.61306 doi (DE-627)DOAJ029252423 (DE-599)DOAJ3ccb4c8e6e32484b9ad6362b2976fb13 DE-627 ger DE-627 rakwb eng HF5001-6182 Muhammad Ikhsan Alif verfasserin aut Empowering Leadership in Creativity and Work-Effort: An Elucidation through the Psychological Empowerment and Self- Leadership of the Millennials Generation 2022 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier The purpose of this article is to elucidate the relations of empowering leadership on creativity and work-effort by using psychological empowerment and self-leadership. This elucidation contributes to fill the void in empirical studies by simultaneously examining the dynamics of relations among empowering leadership, creativity, work-effort, psychological empowerment, and self-leadership. The social exchange theory is applied to theoretically explain the psychological mechanisms among the constructs. As millennials are categorized as a creative generation, this study focuses on discussing the factors influencing their creativity and work-effort, with a specific notion of empowerment. This study is based on survey data (n = 113) of millennial generation employees working in digital start-up creative industries in Indonesia. Partial least squares structural equation modeling (PLS-SEM) is used to estimate the model. Results of the study find that empowering leadership influences employee creativity and work-effort either directly or indirectly through psychological empowerment and self-leadership. More specifically, the psychological empowerment of employees partially mediates the influence of empowering leadership on employee creativity and employee work-effort. Employee self-leadership also partially mediates the effect of empowering leadership on psychological empowerment, creativity, and employee work-effort. This study implies the practical and theoretical application of empowering leadership in the creativity context of the millennial generation. empowering leadership, psychological empowerment, self-leadership, work-effort, creativity. Business Tur Nastiti verfasserin aut In Gadjah Mada International Journal of Business Universitas Gadjah Mada, 2017 24(2022), 3, Seite 269-288 (DE-627)489254225 (DE-600)2191234-8 23387238 nnns volume:24 year:2022 number:3 pages:269-288 https://doi.org/10.22146/gamaijb.61306 kostenfrei https://doaj.org/article/3ccb4c8e6e32484b9ad6362b2976fb13 kostenfrei https://jurnal.ugm.ac.id/gamaijb/article/view/61306 kostenfrei https://doaj.org/toc/1411-1128 Journal toc kostenfrei https://doaj.org/toc/2338-7238 Journal toc kostenfrei GBV_USEFLAG_A SYSFLAG_A GBV_DOAJ GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_69 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_110 GBV_ILN_120 GBV_ILN_152 GBV_ILN_285 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2048 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2106 GBV_ILN_2108 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2472 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4700 AR 24 2022 3 269-288 |
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Empowering Leadership in Creativity and Work-Effort: An Elucidation through the Psychological Empowerment and Self- Leadership of the Millennials Generation |
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Muhammad Ikhsan Alif |
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Gadjah Mada International Journal of Business |
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empowering leadership in creativity and work-effort: an elucidation through the psychological empowerment and self- leadership of the millennials generation |
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Empowering Leadership in Creativity and Work-Effort: An Elucidation through the Psychological Empowerment and Self- Leadership of the Millennials Generation |
abstract |
The purpose of this article is to elucidate the relations of empowering leadership on creativity and work-effort by using psychological empowerment and self-leadership. This elucidation contributes to fill the void in empirical studies by simultaneously examining the dynamics of relations among empowering leadership, creativity, work-effort, psychological empowerment, and self-leadership. The social exchange theory is applied to theoretically explain the psychological mechanisms among the constructs. As millennials are categorized as a creative generation, this study focuses on discussing the factors influencing their creativity and work-effort, with a specific notion of empowerment. This study is based on survey data (n = 113) of millennial generation employees working in digital start-up creative industries in Indonesia. Partial least squares structural equation modeling (PLS-SEM) is used to estimate the model. Results of the study find that empowering leadership influences employee creativity and work-effort either directly or indirectly through psychological empowerment and self-leadership. More specifically, the psychological empowerment of employees partially mediates the influence of empowering leadership on employee creativity and employee work-effort. Employee self-leadership also partially mediates the effect of empowering leadership on psychological empowerment, creativity, and employee work-effort. This study implies the practical and theoretical application of empowering leadership in the creativity context of the millennial generation. |
abstractGer |
The purpose of this article is to elucidate the relations of empowering leadership on creativity and work-effort by using psychological empowerment and self-leadership. This elucidation contributes to fill the void in empirical studies by simultaneously examining the dynamics of relations among empowering leadership, creativity, work-effort, psychological empowerment, and self-leadership. The social exchange theory is applied to theoretically explain the psychological mechanisms among the constructs. As millennials are categorized as a creative generation, this study focuses on discussing the factors influencing their creativity and work-effort, with a specific notion of empowerment. This study is based on survey data (n = 113) of millennial generation employees working in digital start-up creative industries in Indonesia. Partial least squares structural equation modeling (PLS-SEM) is used to estimate the model. Results of the study find that empowering leadership influences employee creativity and work-effort either directly or indirectly through psychological empowerment and self-leadership. More specifically, the psychological empowerment of employees partially mediates the influence of empowering leadership on employee creativity and employee work-effort. Employee self-leadership also partially mediates the effect of empowering leadership on psychological empowerment, creativity, and employee work-effort. This study implies the practical and theoretical application of empowering leadership in the creativity context of the millennial generation. |
abstract_unstemmed |
The purpose of this article is to elucidate the relations of empowering leadership on creativity and work-effort by using psychological empowerment and self-leadership. This elucidation contributes to fill the void in empirical studies by simultaneously examining the dynamics of relations among empowering leadership, creativity, work-effort, psychological empowerment, and self-leadership. The social exchange theory is applied to theoretically explain the psychological mechanisms among the constructs. As millennials are categorized as a creative generation, this study focuses on discussing the factors influencing their creativity and work-effort, with a specific notion of empowerment. This study is based on survey data (n = 113) of millennial generation employees working in digital start-up creative industries in Indonesia. Partial least squares structural equation modeling (PLS-SEM) is used to estimate the model. Results of the study find that empowering leadership influences employee creativity and work-effort either directly or indirectly through psychological empowerment and self-leadership. More specifically, the psychological empowerment of employees partially mediates the influence of empowering leadership on employee creativity and employee work-effort. Employee self-leadership also partially mediates the effect of empowering leadership on psychological empowerment, creativity, and employee work-effort. This study implies the practical and theoretical application of empowering leadership in the creativity context of the millennial generation. |
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title_short |
Empowering Leadership in Creativity and Work-Effort: An Elucidation through the Psychological Empowerment and Self- Leadership of the Millennials Generation |
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https://doi.org/10.22146/gamaijb.61306 https://doaj.org/article/3ccb4c8e6e32484b9ad6362b2976fb13 https://jurnal.ugm.ac.id/gamaijb/article/view/61306 https://doaj.org/toc/1411-1128 https://doaj.org/toc/2338-7238 |
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