Servant Leadership And Employee Engagement
Servant Leadership And Employee Engagement – Based on social change theory and using creative engagement as a mirror, this study explores the impact of servant leadership on employee innovation. In addition, the research examined the role of knowledge sharing in the relationship between leadership, servants, and employee creativity. The Time Lag method was used to collect data from 242 employees and 57 managers working in publicly listed Chinese companies. Data collection is divided into two parts. Subordinates are asked to evaluate leadership, servant behavior, creative engagement, and knowledge sharing. Managers are asked to rate their colleagues regarding employee creativity. As a result, the creative process of employees facilitates leadership and creativity of employees. In addition, the relationship between leadership and servants and employee creativity is enhanced through knowledge sharing. Detailed models are also provided, emphasizing the importance of leadership, engagement, knowledge sharing and enhancing employee creativity in an Asian environment.
The structure of the global economy changes under the influence of technological changes, changes in the way businesses operate, trade goods, invest money, and develop new products. The ability to think creatively and creatively is now essential for today’s businesses to maintain success and growth (Bauer et al., 2019; Christensen-Salem et al., 2021). Employees and managers play an important role in developing and maintaining creative and innovative design processes (Ruiz-Palomino and Zoghbi-Manrique-de-Lara, 2020). The resilience and ability to survive in the long term of many organizations depends on the ability of their employees and managers to foster a culture of creativity and innovation ( Holtzhausen and de Klerk, 2018 ). Therefore, understanding the role of innovation in an organization is a major concern for researchers in organizational behavior (Afsar et al., 2018; Wu and Zhu, 2021). Personal creative behaviors in the workplace usually take place in groups or groups. Individual creative practices can contribute to team creative performance and the achievement of common goals (Allen et al., 2018). Psychological relationships with teams encourage employees to participate and practice in creative endeavors. Collective innovation can be enhanced through collaborative work, but individual innovation is overlooked in organizational research (Aboramadan, 2020; Iqbal et al., 2020).
Servant Leadership And Employee Engagement
Employee innovation is defined as “the generation of new and useful ideas” (Amabile, 1988; Yu et al., 2019). There is an increase in research on what leaders can do to encourage employee innovation (Imran et al., 2018; Ogbeibu et al., 2018). Leaders play an important role in identifying challenges facing teams and organizations and facilitating the development of their knowledge and skills necessary for continuous innovation. Team creativity runs smoothly while employees contribute equally and can benefit when team members seamlessly share knowledge. In employee development and team motivation, servant leadership (SL) is considered the best form of leadership to welcome the two challenges of team and individual coordination (Zhou et al., 2018).
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Servant leadership can be described as “a style of leadership that promotes the common interests of employees by helping them achieve common goals (García-Morales et al., 2012).”
This research examines the impact of servant leadership on employee innovation. It also examines how servant leadership facilitates employee innovation through participatory, creative, and knowledge-sharing processes (Zada et al., 2022a). The servant leader approaches employees’ situations from different perspectives to give them the ability to be creative and productive (Yang et al., 2019). According to the results, employees’ willingness to share their knowledge can help reduce the impact of servant leadership on creative outcomes in the workplace. Knowledge and experience in a particular topic can lead to a person’s ability to think outside the box (Williams et al., 2017). It would be more beneficial for workers’ ability to innovate if their leaders supported open communication and knowledge sharing between them (Zada et al., 2022c). Employees become more creative when they share their skills, and are knowledgeable enough to develop new ideas under the guidance of servants ( Su et al., 2020 ).
The bottom line is what this research hopes will make a difference. First, the study of innovative outcomes seems comprehensive, but there seems to be a lack of research on employee engagement in the creative process (Cheng and Yang, 2019). While the study will complement existing knowledge about employee innovation by providing new information about how employees participate in the creative process in general, it will be important to clarify how different elements interact dynamically in defining different organizations. Second, the study of servant leadership in Asian culture is lacking and inconclusive (Cheng and Yang, 2019; Ali et al., 2020b). Instead of value-based leadership styles such as lead, servant, and change, operational leadership styles are studied in depth (Da Costa et al., 2018; Piyathasanan et al., 2018). This research will provide new practical data and new theoretical insights into the effectiveness of servant leadership in hierarchical Asian civilizations and cross-cultural management. Third, to learn more about how individuals differ in their level of creativity in the workplace, we used variables derived from the Interaction of Innovation (IPC) model (Woodman et al., 1993). Drawing on doctrines based on social change theory, existing studies show that leaders’ ability to inspire their followers and their actions depends on their relationships with their followers as well as on context and other elements of the situation (Li et al., 2020).
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In addition, this research investigates employees’ creative engagement behaviors in practical settings, combining individual and organizational characteristics. Fourth, leaders play an important role in building an open and trusting environment, led, for example, by setting standards, allowing team members to exchange ideas and recognize the achievements of people on their teams. This study demonstrates that servant leadership focuses on creating, motivating, and implementing employees’ creative processes. Becoming a role model and ambassador focused on driving interest, developing talent, constantly monitoring and improving employee creativity. In organizations, knowledge sharing involves forms of relevant culture and norms that can help leaders and servants achieve innovation among their workforce. The results will help managers gain a broader understanding of their employees’ creative behavior (Amabile and Pratt, 2016). Finally, this study will provide empirical data on employee innovation behaviors in developing countries, given the lack of research on employee innovation in developing countries and emerging economies.
The current era depends on innovative technologies that need the support of senior managers. Unfortunately, it is still not the main agenda of senior management. Creativity is defined as the ability to develop something new and valuable. It is crucial for the emergence of new organizations and the survival of the most successful people after arriving in the universe (Neubert et al., 2008; Yang et al., 2019). Employees are encouraged to collaborate when they are allowed to express themselves creatively. Collaboration is encouraged throughout the creative process. Companies need to develop a consistent learning attitude among their employees by encouraging them to seek new information, skills, and innovative ways of doing things (Zada et al., 2022c). According to the theory of social change (Cropanzano and Mitchell, 2005), the leader provides more benefits or respect than burden or expense to the follower, which in turn helps him achieve the goals of the organization. Servant leadership style plays an important role in employee innovation (Yoshida et al., 2014). Servant leaders are very helpful in encouraging and developing a culture of innovation among employees (Iqbal et al., 2020). Employees find new ways to perform their role in a collaborative environment regardless of failure and fear. Employees who work under supervision are encouraged to confront faulty systems and try new technologies that stimulate employee innovation (Williams et al., 2017). According to Podsakoff et al. (2003) Servant leadership has important characteristics that provide constant motivation and encouragement for subordinates to evaluate things from a new perspective and reconsider how they work. Leadership as servants inspires their subordinates according to their vision. To make sure everyone is working toward a common goal, you need visionary leaders who express their ideas clearly and motivated (Tuan, 2020). Servant leadership is essential to good performance because it facilitates the efficiency of employees and other resources within the organization. Leaders act as motivators, increase employee performance and commitment, and bring innovation to their roles and responsibilities (Wang et al., 2021). Employees who work under employees are more likely to find new and better ways to do their work.
In addition, supervisors help their employees create creative self-images (Van Dierendonck and Rook, 2010). As a result, employees should feel more comfortable trying new ways to innovate. As a result of the above arguments, we believe that servant leadership enhances employee creativity (Ruiz-Palomino and Zoghbi-Manrique-de-Lara, 2020).
How Servant Leadership Is Different From Other Leadership Styles
The influence of leadership style on employees’ creative outcomes has been demonstrated in previous research (De Sousa and Van Dierendonck, 2014). According to social change theory (Blow, 1964), interpersonal relationships between leaders and followers promote the identification of employee issues and the search for alternatives. Various contextual and social factors influence the creative behavior of employees, including the organizational environment. an end
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