Meeting or Violating Leader Expectations?The(In)Congruence Effect of Employee Creativity and Leader Creativity Expectations on Leader Trust and Empowerment
Creativity is increasingly becoming a crucial determinant of an organization's ability to establish a competitive advantage and sustain its survival and growth.Existing research has predominantly focused on the predictors of creativity but has overlooked the consequences of its role,especially the upward impact of employee creativity on leaders.Drawing on trust theory,this research explores the(in)congruence effect of employee creativity and leader creativity expectations on leader trust and empowerment.The results of polynomial regression and response surface analysis revealed that high congruence between employee creativity and leader creativity expectations was associated with higher levels of leader's affect-based trust in the employee.Additionally,when employee creativity and leader creativity expectations were congruent,as opposed to those in low-low congruent dyads,leader's cognition-based trust in the employee was higher in high-high congruent dyads.When employee creativity and leader creativity expectations were incongruent,compared to those in low-high congruent dyads,leader's cognition-based trust in the employee was higher in high-low incongruent dyads.Furthermore,there was a positive indirect effect of(in)congruence in employee creativity and leader creativity expectations on empowering leadership through leader's cognition-and affect-based trust.This research enrichs the understanding of the upward impact of employee creativity on leaders and provides practical implications for organizations seeking to leverage employee creativity.
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