Action Speaks Louder: The Role of Proactive Behavior between Creative Leadership and Employees’ Creativity

Abstract

Drawing on social learning theory, this study presents a moderated mediation model to examine the role of proactive behavior and conformity value in the positive relationship between creative leadership and employees’ creativity. Two-wave data are collected from 230 employees and their leaders in an automobile manufacturing enterprise in China, in which employees are encouraged to be creative because they need to implement novel designs and proposals to attract consumers. Statistical analysis reveals that proactive behavior partially mediates the influence of creative leadership on employees’ creativity. Conformity value moderates not only the relationship between creative leadership and proactive behavior but also the indirect effect of creative leadership on employees’ creativity via proactive behavior. The relationship and the mediating mechanism are stronger in the presence of employees’ higher conformity value. We discuss the theoretical and practical implications as well as future research directions of the findings.