Show simple item record

dc.contributor.authorZada, Shagufta
dc.contributor.authorKhan, Jawad
dc.contributor.authorZada, Muhammad
dc.contributor.authorSaeed, Imran
dc.contributor.authorJun, Zhang Yong
dc.date.accessioned2024-04-11T06:54:06Z
dc.date.available2024-04-11T06:54:06Z
dc.date.issued2023
dc.identifier10.4018/JOEUC.321656
dc.identifier.issn15462234
dc.identifier.urihttps://hdl.handle.net/20.500.12728/11167
dc.description.abstractGrounding on social learning theory, this study investigates the link between servant leadership, employee creativity, and work role performance. To examine the proposed model, the authors collected data from 289 nurses and doctors through a multi-wave (i.e., a time-lag) survey. In this study, servant leadership positively affects employee creativity and work role performance, and knowledge sharing partially mediates the relationship between servant leadership, employee creativity, and work role performance. The results show that self-efficacy directly moderates the positive relationship between servant leadership and knowledge sharing, and indirectly affects the link between servant leadership, employee creativity, and work role performance via knowledge sharing.es_ES
dc.language.isoenes_ES
dc.publisherIGI GLOBALes_ES
dc.subjectEmployee Creativityes_ES
dc.subjectWork Role Performancees_ES
dc.subjectKnowledge Sharinges_ES
dc.subjectSelf-Efficacyes_ES
dc.subjectServant Leadershipes_ES
dc.titleDoes Servant Leadership Enhance Employee Creativity and Performance? Mediating Role of Knowledge Sharing and Moderating the Role of Self-Efficacyes_ES
dc.typeArticlees_ES


Files in this item

Thumbnail

This item appears in the following Collection(s)

Show simple item record