Creative Teams Under Ebullient Supervision

Roles of Knowledge Sharing and Creative Self-Efficacy

Abstract

Purpose: This study examined the impact of ebullient supervision styles on employee creativity among 500 bank employees in Bangladesh, employing social exchange theory as the conceptual framework. The study investigated the functions of knowledge sharing as a mediator and creative self-efficacy as a moderator within this relationship.

Methods: Data were collected from 500 bank employees through a three-wave survey. The collected data were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM).

Results: The findings demonstrated a positive association between ebullient supervision and employee creativity, with knowledge sharing serving as a significant mediating factor between the two. The study further revealed that the influence of ebullient supervision on both employee creativity and knowledge sharing was more pronounced when employees possessed higher levels of creative self-efficacy.

Implications: The study provides practical insights for management, highlighting the importance of fostering knowledge-sharing environments and enhancing employees’ creative confidence to stimulate innovation. Managers are encouraged to adopt ebullient supervision styles and actively work to build self-efficacy among their employees to foster a more innovative workforce.

Originality
This study advances the organizational behavior literature by incorporating social exchange theory with the concepts of creative self-efficacy and knowledge sharing to elucidate how leadership style impacts creativity outcomes. This integrated approach to understanding the mechanics of creative leadership in a specific cultural context (Bangladesh) provides a unique contribution to the existing body of knowledge.