Research Article Open Access

The Perceived Leader Support Behavior for Subordinate's Creativity: The Moderating Effect of Trust

Kuo-Hsiung Chen1, Jui-Mei Yien1 and Chien-Jung Huang1
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Journal of Social Sciences
Volume 7 No. 2, 2011, 257-264

DOI: https://doi.org/10.3844/jssp.2011.257.264

Submitted On: 4 March 2011 Published On: 12 April 2011

How to Cite: Chen, K., Yien, J. & Huang, C. (2011). The Perceived Leader Support Behavior for Subordinate's Creativity: The Moderating Effect of Trust. Journal of Social Sciences, 7(2), 257-264. https://doi.org/10.3844/jssp.2011.257.264

Abstract

Problem statement: The main goal behind this study tries to figure out whether or not the leader’s supportive behavior will influence subordinates’ creativity and is there any affection of trust between leaders’ supportive behavior and subordinates’ creativity? Approach: This study was conducted to examine the relationships between leader support behavior and subordinate creativity and the moderating effect of trust on subordinates' creativity under the leader support behavior. Results: From the analysis, we found the supportive behavior of leaders, employees’ creativity and employee to leaders’ trust is significant related and trust is also partial moderating. Conclusion: Based on the finding of the this study, we argue that leadership of creative subordinates required leader support behavior and trust in management, thus, the creativity in organization could be enhanced.

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Keywords

  • Leader's supportive behavior
  • influence subordinates
  • subordinates' creativity
  • affection of trust
  • employee's creativity
  • dyadic trust
  • exploit creativity
  • banish self-seeking
  • multidimension perspective