Servant leadership style has drawn much attention in the last decade to leadership studies on account of its focus on serving others first. Extant literature calls for a better understanding of the underlying mechanism for servant leadership to positively influence performance within an organization. We position servant leadership to contribute to firms’ sustainable performance, by empirically studying the mediating mechanism of bi-dimensional trust, namely affective and cognitive trust, between servant leadership and individual performance. Our data comprised of dyadic samples of 233 pairs of subordinates and their supervisors. The results from hierarchical linear model (HLM) for clustered data showed that servant leadership strongly predicted affective trust, organizational citizenship behaviors (OCBs), and task performance of subordinates; affective trust fully mediated servant leadership’s effect on task performance while partially mediates servant leadership’s effect on subordinates’ OCB. In contrast, cognitive trust did not mediate servant leadership’s effect on either OCB or task performance. These findings reveal the relevance of affective trust as the underlying mechanism which mediates and deciphers servant leadership into positive individual performance.

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The prime objective of this research was to investigate procrastination as a prospectively constructive element of the creative process among employees working at different hierarchical levels in a Chinese organization. Building on self-determination theory, this research postulates a connection between procrastination and creativity through the incubation of knowledge absorption, autonomous motivation and task engagement as boundary conditions. Data was collected from 213 individuals from the workforce and their immediate managers belonging to a Chinese furniture company; then analyzed with Mplus for simple regression analysis, mediated moderated analyses, and coefficient estimates of all the study variables. The outcomes of this investigation showed an inverse relationship between procrastination with creativity, while creativity being strongest in the medium levels of procrastination; however, when autonomous motivation and/or task engagement are strong, procrastination depicts an inverted-U-shaped association; however, in scenarios where both autonomous motivation and the task engagement are low, procrastination has a negative linear relationship. With the results of this research, we have shown that moderate procrastination has a causal effect on the generation of creative ideas. This research demonstrated that as long as employees had strong autonomous drive or high task engagement, their supervisors awarded them better ratings when they procrastinated moderately on their assignments. Limitations and future research directions were also discussed.

Creativity is a psychological phenomenon mainly affected by the motivation of employees. Nonetheless conflicting results can be found in the literature for the link between intrinsic motivationcreativity relationship. The purpose of this research is to reinvestigate this inconsistent relationship. We took a technological perspective to determine whether technology had an answer to this question. We conducted a laboratory experiment with 119 newly hired bankers of the same batch in four different training sessions to generate creative ideas to solve business problems. Here, intrinsic motivation and digital-technology-use were both manipulated, independently. For field study, data was collected from 467 employees and their respective 41 supervisors working at a software house in Pakistan. Using lab and field data in two studies, we analysed data with Mplus for random coefficient models. We also performed a satorra-bentlerdifference test, using the log-likelihood method with scaling correction factor. Drawing on the motivation-opportunity-ability framework for intrinsic motivation-creativity relationship, we found that knowledge integration ability enhances the potential of employees to generate creative ideas. Based on a lab experiment and a field study, we found that creativity is contingent upon the technological opportunity provided to employees directly and indirectly by affecting their ability to integrate knowledge. Our research suggests that providing employees with relevant technological tools and ensuring utilisation of these technologies will fuel higher levels of employee creativity. Technological initiatives will help struggling economies to boost their creative potential. This research has made a significant contribution by bringing together creativity and digital technology literature.

Purpose: This paper aims to investigate relationship conflicts and creative idea endorsement to develop the understanding of managerial reactions towards ideas of those who develop relationship conflicts with managers/supervisors at work. Taking a contingency perspective, the authors also investigated role subordinates’ political skills and implementation instrumentality play in determining supervisors’ endorsement of subordinates’ creative ideas.Design/methodology/approach: The authors used two sources of data collected from 243 subordinates and their respective 41 supervisors of a multinational software company operating in an emerging economy (Pakistan) and analyzed the hypothesized model with Mplus using random coefficient modeling.Findings: With this research, the authors contributed to management literature by investigating how the effects of relationship conflicts on creative idea endorsement depend on subordinates’ political skills and implementation instrumentality. They postulate a negative relationship between relationship conflict and creative ideas endorsement and predict that this negative relationship is augmented by subordinates’ implementation instrumentality but attenuated by subordinates’ political skills. They also give directions to decision makers in organizations that they must inform the managers/supervisors about negative effects of their relationship conflict with their subordinates and train supervisors and subordinates about reducing their relationship conflicts with each other for mutual benefits.Originality/value: Organizations should take a relationship perspective when creating an environment for creativity: an environment based on mutual trust and respect so that exchange relationships can foster. With this research, the authors extended the list of potential detriment associated with relationship conflicts, that is the endorsement of creative ideas by supervisors. The authors also extended creativity literature by investigating social relationships for selection-focused creativity (idea endorsement) instead of variance-focused creativity (idea generation).