Team Creative Performance: The Roles of Empowering Leadership, Creative-Related Motivation, and Task Interdependence

Hiu Ying Hon, Wai Hung Chan

Research output: Journal article publicationJournal articleAcademic researchpeer-review

57 Citations (Scopus)


Drawing on theories of self-determination, leadership, and creativity, this study developed and tested a conceptual model that aligns empowering leadership with team creativity by simultaneously testing the mediating effects of team self-concordance and team creative efficacy. The results from survey data from managers and workers in mainland China reveal that empowering leadership positively influenced team creativity via team self-concordance and team creative efficacy. In addition, the moderation-mediation path analysis indicated that team task interdependence strengthened the direct effects of empowering leadership on team self-concordance and team creative efficacy, as well as its indirect effect on team creativity. Empowering leadership includes leading by example, coaching, participative decision making, informing, and showing concern. By implication, managers should identify tasks that require teamwork (such as guest service) and then make every effort to empower employees and improve their task interdependence.
Original languageEnglish
Pages (from-to)199-210
Number of pages12
JournalCornell Hospitality Quarterly
Issue number2
Publication statusPublished - 1 May 2013


  • China
  • empowering leadership
  • hotel
  • team creative efficacy
  • team creativity
  • team self-concordance
  • team task interdependence

ASJC Scopus subject areas

  • Tourism, Leisure and Hospitality Management

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