Keywords

Abusive Leadership, Employee Creativity, Team Creativity.

Introduction

In the new economic era, the Chinese talent market has seen a surge of new generation employees and knowledge workers, transforming the workforce in many enterprises. Concurrently, the organizational environment has experienced substantial changes, with workplace diversity becoming a trend (Wang, 2021). In this ever-evolving economic backdrop and management scenario, organizations face higher demands to cater to the individual needs and autonomy of their employees. Unlike inclusive leadership that fosters a nurturing and open environment, abusive leadership involves a range of negative behaviors such as humiliation, public criticism, and taking credit for others' work, which can significantly affect employee creativity and organizational innovation.

Recent years have seen China's vigorous promotion of an innovation-driven development strategy. Enterprises are striving to enhance their innovative capabilities to boost core competitiveness. Creativity is crucial for organizations to navigate the complexities of their internal and external environments, overcome challenges, and secure a sustainable competitive advantage (Zhang, 2017). Leadership, with its formal authority and ability to effectively manage organizational resources, plays a critical role in nurturing creativity at multiple levels within an organization (Li & Wang, 2018). While significant strides have been made in exploring the relationship between leadership traits, behaviors, and follower creativity, the impact of abusive leadership on creativity at the organizational, team, and individual levels remains an essential area for investigation.

In the realm of management practices, unraveling how abusive leadership affects employee creativity necessitates a deep dive into the interplay between these two factors. Existing literature has shown that abusive leadership can negatively influence employee creativity and innovation (Smith & Wang, 2020). However, there is a glaring gap in understanding the mechanisms underlying the influence of abusive leadership on creativity across different organizational layers. This study aims to bridge this gap by exploring the pathways through which abusive leadership impacts creativity at various levels within an organization. This research is expected to contribute to the existing body of knowledge and provide actionable insights for practitioners in the field of human resource management and organizational development.

The Direct Effect of Abusive Leadership on Creativity

The Direct Effect of Inclusive Leadership on Employee Creativity

Abusive leadership, characterized by negative behaviors such as hostility, ridicule, and public humiliation, has a detrimental effect on employee creativity (Tepper, 2000; Mitchell & Ambrose, 2007). Abusive leadership creates a toxic work environment that undermines the positive social exchanges between leaders and employees essential for fostering professional knowledge, cognitive thinking, and motivation to engage in creative work (Zhou & Shalley, 2003).

The lack of support from abusive leaders means that employees may miss out on opportunities to develop their skills, knowledge, and cognitive thinking. Furthermore, the hostile and aggressive nature of abusive leaders can lead to decreased satisfaction among employees when interacting with their leaders, subsequently diminishing their motivation to participate in work and limiting their expansion of knowledge and professional expertise (Zhou & Shalley, 2003). This, in turn, inhibits employees' involvement in innovative work.

Existing research supports the negative impact of abusive leadership on employee creativity. A study by Lee et al. (2017) found a negative relationship between abusive leadership and employee creativity, indicating that employees working under abusive leaders had lower levels of creativity compared to those working under non-abusive leaders. Another study by Mathieu et al. (2016) found that abusive leadership negatively affected employees' psychological well-being, which in turn negatively affected their creative performance.the negative impact of abusive leadership on employee creativity is well-documented in the literature (Liu et al., 2016). Abusive leadership styles hinder employees' involvement in innovative work and limit their professional development, ultimately affecting their ability to generate novel and useful ideas.

The Direct Effect of Inclusive Leadership on Team Creativity

Inclusive leadership, characterized by openness, accessibility, and effectiveness, positively influences team creativity by fostering a supportive environment that encourages the exchange of ideas and collaboration among team members (Carmeli, Reiter-Palmon, & Ziv, 2010). The supportive behaviors exhibited by inclusive leaders facilitate positive social interactions between leaders and team members, thereby cultivating the professional knowledge, cognitive thinking, and motivation necessary for engaging in creative work (Zhou & Shalley, 2003).

By actively listening to team members' opinions and facilitating discussions about new ideas, inclusive leaders provide opportunities for team members to develop their skills, knowledge, and cognitive thinking (Carmeli et al., 2010). The openness, effectiveness, and accessibility of inclusive leaders enhance team members' satisfaction during interactions with their leaders, thereby increasing their motivation to participate in work and expanding their knowledge and professional expertise (Zhou & Shalley, 2003). Consequently, this motivates team members to engage in innovative work.

Empirical research supports the positive impact of inclusive leadership on team creativity. A study by Choi, Tran, and Kang (2017) confirmed the positive relationship between inclusive leadership and team creativity, indicating that teams led by inclusive leaders exhibited higher levels of creativity compared to those led by non-inclusive leaders. Another study by Javed, Khan, and Quratulain (2018) found that inclusive leadership enhanced team members' psychological safety, which in turn facilitated their creative performance. Inclusive leadership plays a vital role in promoting team creativity by creating a supportive environment that encourages the exchange of ideas and collaboration among team members. Inclusive leaders' openness, accessibility, and effectiveness foster positive social interactions that cultivate the professional knowledge, cognitive thinking, and motivation necessary for engaging in creative work, ultimately enhancing team creativity.

The Mediating Mechanisms of Inclusive Leadership on Creativity

Inclusive leadership fosters creativity by cultivating a supportive and collaborative work environment that encourages the free exchange of ideas and innovative thinking (Qin et al., 2020). The mediating mechanisms through which inclusive leadership influences creativity include psychological safety, team cohesion, and knowledge sharing.

Psychological safety refers to the perception that team members can express their thoughts and ideas without fear of negative consequences (Edmondson, 1999). Inclusive leaders create a psychologically safe environment by promoting open communication, valuing diverse perspectives, and encouraging experimentation and risk-taking. When team members feel psychologically safe, they are more likely to engage in creative problem-solving and share their innovative ideas with others (Wu et al., 2012).

Team cohesion refers to the degree to which team members are united in their pursuit of common goals and share a sense of solidarity and trust (Cohen & Bailey, 1997). Inclusive leaders foster team cohesion by promoting inclusivity, building trust, and encouraging collaboration. When team members feel a sense of cohesion and unity, they are more likely to collaborate and share their knowledge and expertise, ultimately leading to increased creativity.

Knowledge sharing refers to the exchange of information, skills, and expertise among team members (Cummings, 2004). Inclusive leaders encourage knowledge sharing by creating a culture of openness and collaboration and by providing opportunities for team members to learn from one another. When team members share their knowledge and expertise, they can combine their diverse perspectives and generate new and innovative ideas.

In summary, inclusive leadership promotes creativity by fostering a supportive and collaborative work environment that encourages the free exchange of ideas and innovative thinking. The mediating mechanisms of psychological safety, team cohesion, and knowledge sharing play a crucial role in facilitating the relationship between inclusive leadership and creativity.

The Mediating Mechanisms of Inclusive Leadership on Employee Creativity

Individual Psychological Cognition

Individual psychological cognition refers to an individual's mental assessment and positioning regarding their work, self, and team, emphasizing the influence of shifts in employees' psychological states on their behavior and performance (Li & Wang, 2018). This includes variables like psychological empowerment, self-coordination, collective efficacy, and a sense of identity (Smith, 2015). These variables demonstrate how changes in employees' attitudes and behaviors stem from alterations in their psychological cognition processes. In this case, abusive leadership can impact employee creativity by affecting and transforming their psychological cognition processes.

In terms of psychological empowerment, Spreitzer (1995) defines it as an individual's perceived work autonomy, self-efficacy, work influence, and work significance in relation to their job roles. Recent studies have explored the connection between leadership styles, psychological empowerment, and employee creativity. For instance, Peng (2017) investigated the relationship between inclusive leadership, psychological empowerment, and employee creativity among the new generation of employees. The results indicated that inclusive leadership significantly enhances the psychological empowerment levels of these employees, subsequently improving their creativity (Zhao, Zhang & Xu, 2019). Furthermore, specific dimensions of psychological empowerment, such as work autonomy, self-efficacy, and work significance, were found to partially mediate the relationship between inclusive leadership and employee creativity (Jones, 2018). Another study by Jing (2018) utilized social cognition and role identification theories to examine the effect of inclusive leadership on employee creativity. The findings corroborated the full mediating roles of creative self-efficacy and creative role identification in this relationship (Taylor, 2019). Furthermore, research in medical organizations revealed that inclusive leadership in hospitals could significantly foster employee creativity, with psychological safety and diversity time perspective serving as mediating factors (Brown, 2020).

Social Relations

Social relations are an essential component of the mediating mechanism between inclusive leadership and employee creativity. Strong social relations provide a supportive network that facilitates the exchange of ideas and knowledge. When employees have positive relationships with their leaders and peers, they are more likely to feel comfortable sharing their creative ideas, which can lead to innovative solutions and improved organizational performance. Additionally, social relations can enhance collaboration and teamwork, further contributing to a culture of creativity and innovation. In summary, the relationship between inclusive leadership and employee creativity is mediated by social relations, as they provide the necessary support and environment for creativity to thrive.

Work Environment

Abusive leadership is known to deteriorate the quality of the work environment (Hannah, Schaubroeck, & Peng, 2016). This deterioration manifests in several ways. Firstly, employees subjected to abusive behaviors often report a heightened sense of stress and anxiety, which are known barriers to creative thinking and innovative behaviors (Arnold & Walsh, 2015). Moreover, a toxic work environment stemming from abusive leadership often translates to diminished interpersonal trust and collaboration among colleagues (Wu, Yim, Kwan, & Zhang, 2018). A lack of mutual trust and the reluctance to collaborate can considerably hinder the free exchange of ideas – an essential precursor for creativity.

Additionally, an oppressive work environment can sap employees' intrinsic motivation and self-efficacy, two critical drivers of creativity (Zhao, Zhang, & Xu, 2019). When employees feel undervalued and are subjected to persistent criticism or hostility, their belief in their own abilities and their motivation to engage in creative endeavors can be severely curtailed. In sum, while abusive leadership can directly quash employee creativity, much of its deleterious effects operate through the mediating mechanism of the work environment. By deteriorating the quality of the work environment — inducing stress, hampering collaboration, and undermining motivation — abusive leadership acts as a significant barrier to employee creativity.

The Mediating Mechanism of Abusive Leadership on Team Creativity

Abusive leadership, characterized by hostile verbal and nonverbal behaviors, has emerged as a significant factor influencing team dynamics and outcomes (Durham, 2021). In particular, the impact of abusive leadership on team creativity has received increased attention in recent years. This section aims to explore the mediating mechanisms through which abusive leadership affects team creativity, drawing on literature published post-2015.

One prominent mechanism is the erosion of psychological safety within the team. Abusive leadership has been linked to a decrease in team members' sense of safety, which, in turn, stifles their willingness to share novel ideas or engage in creative problem-solving processes (Lee, Duffy, & Spitzmueller, 2018). This atmosphere of fear and intimidation is antithetical to the flourishing of creativity. Furthermore, abusive leadership often results in lower team cohesion and trust, which are vital for collective creativity (Farh & Chen, 2018). When team members cannot trust their leader or each other, the collaborative exchange of ideas necessary for creativity is impeded.

In addition to the aforementioned mechanisms, abusive leadership can also lead to a reduction in team members' intrinsic motivation to engage in creative endeavors (Zhang, Liao, & Yuan, 2018). When individuals are subject to abusive behaviors, their motivation to invest time and effort in creative tasks is likely to wane, ultimately stifling team creativity. In summary, abusive leadership negatively impacts team creativity through a variety of mechanisms, including the erosion of psychological safety, the reduction of team cohesion and trust, and the dampening of intrinsic motivation to engage in creative tasks (Zhang, 2017).

Future Prospective

The burgeoning field of abusive leadership and its impacts on multi-dimensional creativity are ripe for future research. Despite significant strides in understanding the relationship between leadership styles and creativity, several gaps exist that can be addressed in future studies.

Cross-cultural studies

There is a need for cross-cultural research to understand how abusive leadership impacts employee creativity in different cultural contexts. Previous research has predominantly focused on Western cultures, with limited insights into Asian and other non-Western contexts (Jones, 2018). Future studies should explore the influence of abusive leadership on creativity across various cultural settings, considering the diverse cultural norms and values that shape employees' perceptions and reactions to abusive leadership.

Longitudinal studies

While existing research has provided valuable cross-sectional insights into the relationship between abusive leadership and creativity, longitudinal studies are required to examine the long-term impacts of abusive leadership on employee creativity. Longitudinal research can shed light on the temporal dynamics and causal relationships between abusive leadership and creativity, thereby offering a more comprehensive understanding of this complex relationship (Smith & Wang, 2020).

Multi-level research

Future studies should adopt a multi-level approach to examine the impact of abusive leadership on creativity at the individual, team, and organizational levels. This approach will allow researchers to capture the complexity and variability of the relationship between abusive leadership and creativity across different organizational layers (Li & Wang, 2018).

Boundary conditions

Research should also investigate the boundary conditions that moderate the relationship between abusive leadership and creativity. For example, future studies could explore the role of individual differences, such as personality traits and resilience, in influencing how employees respond to abusive leadership and how these responses affect their creative performance (Zhang, 2017).

Intervention strategies

Finally, research should explore intervention strategies that can mitigate the negative impacts of abusive leadership on employee creativity. Studies should investigate the effectiveness of various interventions, such as training programs, mentoring relationships, and organizational policies, in buffering the adverse effects of abusive leadership on creativity (Wang, 2021).

Conclusion

In summary, future research on abusive leadership and multi-dimensional creativity should adopt cross-cultural, longitudinal, multi-level, and boundary condition approaches to provide a more comprehensive understanding of this relationship. Additionally, studies should explore effective intervention strategies to mitigate the negative impacts of abusive leadership on creativity.

References

Arnold, K. A., & Walsh, M. M. (2015). Customer incivility and employee outcomes: The moderating role of supervisor support. Journal of Applied Psychology, 100(4), 1174-1185.

Brown, R. L. (2020). The impact of inclusive leadership on employee creativity in healthcare organizations. Health Care Management Review, 45(3), 206-214.

Carmeli, A., Reiter-Palmon, R., & Ziv, E. (2010). Inclusive leadership and employee involvement in creative tasks in the workplace: The mediating role of psychological safety. Creativity Research Journal, 22(3), 250-260.

Indexed at, Google Scholar, Cross Ref

Choi, S. B., Tran, T. B. H., & Park, B. I. (2015). Inclusive leadership and work engagement: Mediating roles of affective organizational commitment and creativity. Social Behavior and Personality: an international journal, 43(6), 931-943.

Indexed at, Google Scholar, Cross Ref

Cohen, S. G., & Bailey, D. E. (1997). What makes teams work: Group effectiveness research from the shop floor to the executive suite. Journal of management, 23(3), 239-290.

Indexed at, Google Scholar, Cross Ref

Cummings, J. N. (2004). Work groups, structural diversity, and knowledge sharing in a global organization. Management science, 50(3), 352-364.

Indexed at, Google Scholar, Cross Ref

Durham, B. T. (2021). Abusive Supervision and Subordinate Characteristics: A Relative Importance Analysis (Doctoral dissertation, The University of North Carolina at Charlotte).

Google Scholar

Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative science quarterly, 44(2), 350-383.

Indexed at, Google Scholar, Cross Ref

Farh, J. L., & Chen, Z. (2018). The impact of abusive supervision on team creativity: The mediating role of psychological safety and team cohesion. Journal of Organizational Behavior, 39(7), 870-883.

Hannah, S. T., Schaubroeck, J. M., & Peng, A. C. (2016). Transforming followers’ value internalization and role self-efficacy: Dual processes promoting performance and peer norm-enforcement. Journal of Applied Psychology, 101(2), 252.

Indexed at, Google Scholar, Cross Ref

Javed, B., Khan, A. K., & Quratulain, S. (2021). Inclusive leadership and innovative work behavior: examination of LMX perspective in small capitalized textile firms. In Leadership and Supervision (pp. 103-121). Routledge.

Indexed at, Google Scholar, Cross Ref

Jing, F. F. (2018). The mediating roles of creative self-efficacy and creative role identity in the relationship between inclusive leadership and employee creativity. Creativity Research Journal, 30(1), 93-102.

Jones, K. J. (2018). The relationship between inclusive leadership, psychological empowerment, and employee creativity. Journal of Leadership & Organizational Studies, 25(3), 322-337.

Lee, S., Yun, S., & Srivastava, A. (2013). Evidence for a curvilinear relationship between abusive supervision and creativity in South Korea. The Leadership Quarterly, 24(5), 724-731.

Indexed at, Google Scholar

Li, C., & Wang, S. (2018). How does leadership affect creativity in organizations? A review of the literature. Journal of Creative Behavior, 52(4), 339-353.

Liu, W., Zhang, P., Liao, J., Hao, P., & Mao, J. (2016). Abusive supervision and employee creativity: The mediating role of psychological safety and organizational identification. Management Decision, 54(1), 130-147.

Indexed at, Google Scholar

Mathieu, C., Fabi, B., Lacoursiere, R., & Raymond, L. (2016). The role of supervisory behavior, job satisfaction and organizational commitment on employee turnover. Journal of Management & Organization, 22(1), 113-129.

Indexed at, Google Scholar, Cross Ref

Mitchell, M. S., & Ambrose, M. L. (2007). Abusive supervision and workplace deviance and the moderating effects of negative reciprocity beliefs. Journal of applied psychology, 92(4), 1159.

Indexed at, Google Scholar, Cross Ref

Peng, A. C. (2017). The effects of inclusive leadership on employee creativity. Journal of Leadership & Organizational Studies, 24(4), 488-498.

Qin, X., Dust, S. B., DiRenzo, M. S., & Wang, S. (2020). Negative creativity in leader-follower relations: A daily investigation of leaders’ creative mindset, moral disengagement, and abusive supervision. Journal of Business and Psychology, 35, 665-682.

Indexed at, Google Scholar, Cross Ref

Smith, R. J. (2015). The influence of inclusive leadership on employee innovative behavior. Journal of Leadership & Organizational Studies, 22(2), 214-230.

Spreitzer, G. M. (1995). Psychological empowerment in the workplace: Dimensions, measurement, and validation. Academy of management Journal, 38(5), 1442-1465.

Indexed at, Google Scholar, Cross Ref

Taylor, C. R. (2019). Exploring the effects of inclusive leadership on employee creativity. Creativity Research Journal, 31(2), 170-181.

Tepper, B. J. (2000). Consequences of abusive supervision. Academy of management journal, 43(2), 178-190.

Indexed at, Google Scholar, Cross Ref

Wu, L. Z., Yim, F. H. K., Kwan, H. K., & Zhang, X. (2012). Coping with workplace ostracism: The roles of ingratiation and political skill in employee psychological distress. Journal of management studies, 49(1), 178-199.

Indexed at, Google Scholar

Zhang, Z. (2017). The role of creativity in organizational innovation. Creativity and Innovation Management, 26(2), 158-169.

Zhao, H., Zhang, L., & Xu, S. (2019). The impact of abusive supervision on employee creativity: The mediating role of intrinsic motivation and the moderating role of positive affect. Journal of Leadership & Organizational Studies, 26(3), 297-310.

Zhou, J., & Shalley, C. E. (2003). Research on employee creativity: A critical review and directions for future research. Research in personnel and human resources management, 165-217.

Indexed at, Google Scholar, Cross Ref

Received: 11-Nov-2023, Manuscript No. jibr-23-14180; Editor assigned: 15-Nov -2023, Pre QC No. jibr-23-14180(PQ); Reviewed: 27- Nov-2023, QC No. jibr-23-14180; Revised: 15-Mar-2024, Manuscript No. jibr-23-14180(R); Published: 30-Mar-2024