Empowering Leadership and Employee Creativity: The Mediating Role of Mindfulness and the Moderating Role of Perceived Organizational Support
DOI:
https://doi.org/10.21512/bbr.v17i3.16070Keywords:
empowering leadership, employee creativity, mindfulness, perceived organizational supportAbstract
The research examines how empowering leadership fosters employee creativity by investigating the mediating role of mindfulness and the moderating role of perceived organizational support. Although empowering leadership is widely recognized as an important antecedent of employee creativity, the psychological processes and organizational conditions through which it promotes employee creative behavior remain insufficiently understood. This research proposes a model in which mindfulness mediates the relationship between empowering leadership and employee creativity, while perceived organizational support moderates this relationship. A survey is conducted among 215 lecturers at a public university in Aceh, Indonesia, and the data are analyzed using Partial Least Squares-Structural Equation Modeling (PLS-SEM) with SmartPLS. The results indicate that empowering leadership positively influences employee creativity. Moreover, mindfulness mediates the relationship between empowering leadership and employee creativity, suggesting that empowering leadership fosters employees’ mindful response to workplace experience. Perceived organizational support also strengthens the effect of empowering leadership on employee creativity, indicating that organizational support enables employees to transform leadership support into employee creative outcomes more effectively. These findings empirically support the proposed research framework. The research contributes to the leadership and creativity literature by demonstrating the complementary roles of employees’ mindfulness and organizational support in explaining how empowering leadership facilitates employee creativity.
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