Linking visionary leadership with employee creativity: Perceived organizational support as a mediator

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Hui Li
Tengbiao Zhao
Chenyi Li
Xiaoran Pang
Cite this article:  Li, H., Zhao, T., Li, C., & Pang, X. (2023). Linking visionary leadership with employee creativity: Perceived organizational support as a mediator. Social Behavior and Personality: An international journal, 51(1), e12098.


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Although researchers have shown increased interest in visionary leadership, few studies have been conducted to investigate the relationship of visionary leadership with employee creativity. Drawing on a sample of 229 supervisor–subordinate dyads employed in enterprises in China, we examined whether perceived organizational support mediated the effect of visionary leadership on employee creativity. Results of structural equation modeling revealed that visionary leadership was positively related to employees’ creativity and that perceived organizational support mediated this direct relationship. This study is the first to empirically examine the mediating role of perceived organizational support between visionary leadership and employee creativity, and provides a new path to link these variables. To boost employees’ creativity at work, managers should use a leadership style that will build an organizational vision and communicate this to employees, and should enhance employees’ perception of organizational support.

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