In this study, we explored the relationships between controlling leadership and employee creative performance by examining the mediating and moderating roles of fear and psychological capital. Using two field studies, our results showed that controlling leaders spark fear in their employees, which leads to employee silence and a lower demonstration of employee creative performance. In addition, employee psychological capital mitigated employees' levels of fear when confronted with a controlling leader.
|Number of pages||37|
|Journal||Academy of Management Proceedings|
|Publication status||Published - 9 Jul 2018|
|Event||Academy of Management Annual Meeting 2018: Improving Lives - Chicago, United States|
Duration: 10 Aug 2018 → 14 Aug 2018