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Empowering Leadership and Employee Creativity: The Mediating Roles of Knowledge Sharing Intention and Work Engagement
The purpose of this study was to investigate the relationship between empowering leadership and employee creativity and the mediating roles of work engagement and knowledge sharing intention (KSI) in the relationships, using the data of 302 knowledge workers from a leading South Korean telecommunication company (response rate: 70%). Based on the structural equation modeling analyses, the direct effect of empowering leadership on employee creativity turned out to be non-significant. However, we found the significant mediation effects of work engagement and KSI. Empowering leadership explained 42% of the variance in work engagement. In addition, empowering leadership and KSI accounted for 52% of the variance in KSI. Then, empowering leadership, work engagement, and KSI explained 61% of the variance in employee creativity. Based on Bootstrap analyses, both work engagement and KSI partially mediated the relationships between empowering leadership and employee creativity except for one hypothesis (i.e., empowering leadership – KSI – creativity).