Araştırma Makalesi
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The Mediating Effect of Trust in Leader on the Relationship between Empowering Leadership and Employee Creativity

Yıl 2018, Cilt: 8 Sayı: 15, 1539 - 1561, 31.08.2018
https://doi.org/10.26466/opus.451058

Öz

This study interrogates primarily the
relationship between empowering leadership and employee creativity.
Furthermore, it aims to reveal if  there
is a mediating role of trust in leader on this relationship. The theoretical
background of the research extends over the social exchange theory, behavioral
self-management theory, social cognitive theory and job demands-resources
model. Based upon the relevant literature, it has been intended to explain the
interactions between the structures of empowering leadership, trust in leader
and employee creativity. In order to accomplish this, a quantitative research
was conducted among 172 engineers working in manufacturing companies located in
Ankara and Istanbul. According to the results obtained from the research, it
was figured out that empowering leadership has a significant and positive
relationship with both employee creativity and trust in leader. It was also
noted that trust in leader played a partial mediation role on the relationship
between empowering leadership and employee creativity. As a result, with this
research, it has been intended to provide valuable contributions to the related
literature.

Kaynakça

  • Ahearna, M., Mathieu, J. & Rapp, A. (2005). To empower or not to empower your sales force? An empirical examination of the influence of leadership empowerment behavior on customer satisfaction and performance. Journal of Applied Psychology, 90, 945-955.
  • Amabile,T. M. (1988). A model of creativity and innovation in organizations. (Eds.) B.M. Staw and L. L. Cummings, Research in Organizational Behavior, Greenwich: JAI Press, 10:123-167.
  • Amabile, T. M. (2013). Componential theory of creativity. (Ed.) Eric H. Kessler, Encyclopedia of Management Theory, London: Sage Publications, 134-139.
  • Appelbaum, S. H. & Honegger K. (1988). Empowerment: A contrasting overview of organizations in general and nursing in particular- an examination of organizational factors, managerial behaviors, job design and structural power. Empowerment in Organizations, 6(2), 29-50.
  • Arnold, J. A, Arad, S., Rhoades, J. A. & Drasgow, F. (2000). The empowering leadership questionnaire: the construction and validation of a new scale for measuring leader behaviors. Journal of Organizational Behavior, 21, 249-269.
  • Auh, S., Menguc, B. & Jung, Y. S. (2014). Unpacking the relationship between empowering leadership and service-oriented citizenship behaviors: A multilevel approach. Journal of Academy of Marketing Science, 42, 558-579.
  • Bandura A. (1986). Social foundations of thought and action: a social cognivite theory. Englewood Cliffs, NJ: Prentice-Hall.
  • Baron, R. M. & Kenny, D. A. (1986). The moderator-mediator variable distinction in social psychological research: conceptual, strategic and statistical considerations. Journal of Personality and Social Psychology, 51(6), 1173-1182.
  • Bass, B. M. (1985). Leadership and performance beyond expectations. New York: Free Press.
  • Blau, P. M. (1964). Exchange and power in social life. New York: John Wiley.
  • Bligh, M. C. (2017). Leadership and trust in leadership today, springer texts in business and economics, (Eds.), J. Marques and S. Dihman, Springer International Publishing, Switzerland: 21-42.
  • Bobbio, A., Bellan, M. & Manganelli, A. M. (2012). Empowering leadership, perceived organizational support, trust and job burnout for nurses: A study in an Italian general hospital. Health Care Management Review, 37(1), 77-87.
  • Brislin, R. W. (1986). The wording and translation of research instruments. (Eds.) W.J. Lorner and J.W. Berry, Cross-cultural research and methodology series, 8. Field methods in cross-cultural research, 137-154. Thousand Oaks, CA, US: Sage Publications, Inc.
  • Conger, J. A & Kanungo, R. N. (1988). The empowerment process: Integrating theory and practice, Academy of Management Review, 13(3), 471-482.
  • Cummings L.L. & Bromiley P. (1996). The organizational trust ınventory (otı): development and validation. (Eds.) R.M Kramer and T.R. Tyler, Trust in Organizations: Frontiers of Theory and Research, Thousand Oaks: CA: Sage Publications.
  • DeConinck, J. B. (2011). The effects of ethical climate on organizational identification, supervisory trust and turnover among salespeople, Journal of Business Research, 64(6), 617-624.
  • Deluga, R. J. (1994). Supervision trust building, leader-member exchange and organizational citizenship behaviour, Journal of Occupational and Organizational Psychology, 67, 315-326.
  • Emerson, R. M. (1962). Power-dependence relations, American Sociological Review, 27, 31-41.
  • Erstad, M. (1997). Empowerment and organizational change, International Journal of Contemporary Hospitality Management, 9(7), 325-333.
  • Ferrin, D.L. & Dirks, K.T. (2002). Trust in leadership: Meta-analytic findings and implications for research and practice. Journal of Applied Psychology, 87(4), 611-628.
  • Field, A. P. (2000). Discovering statistics using SPSS for windows. London: Sage Publications.
  • Gill, A., Mathur, N., Sharma, S. P. & Bhutani, S. (2011). The effects of empowerment and transformational leadership on employee intentions to quit: A study of restaurant workers in India, International Journal of Management, 28(1), 217-229.
  • Gómez C. & Rosen, B. (2001). The leader-member exchange as a link between managerial trust and employee empowerment, Group and Organization Management, 26(1), 53-59.
  • Harris, B. T., Li, N., Boswell, W. R., Zhang X., & Xie, Z. (2014). Getting what’s new from newcomers: Empowering leadership, creativity and adjustment in the socialization context, Personnel Psychology, 67(3), 567-604.
  • Hu, L. & Bentler, P. M. (1999). Cut off criteria for fit indexes in covariance structure analysis: Conventional criteria versus new alternatives, Structural Equation Modeling: A Multidisciplinary Journal, 6(1), 1-55.
  • Huang, X., Iun, J., Liu, A. & Gong, Y. (2010). Does participative leadership enhance work performance by inducing empowerment or trust? The differiential effects on mangerial and non-managerial subordinates, Journal of Organizational Behavior, 31, 122-143.
  • Jaiswal, N. K. & Dhar, R. L. (2017). The influence of servant leadership, trust in leader and thriving on employee creativity, Leadership and Organizational Development Journal, 38(1), 2-21.
  • Kinicki, A. J., McKee, F. M. & Wade, K. J. (1996). Annual review, 1991-1995: Occupational health, Journal of Vocational Behavior 49, 190-220.
  • Kirkman, B. L. & Rosen, B. (1999). Beyond self-management: Antecedents and consequences of team empowerment, Academy of Management Journal, 42, 58-74.
  • Konovsky M. & Pugh, D. (1994). Citizenship behavior and social exchange. Academy of Management Journal, 37, 656-669.
  • Lee, S., Cheong, M., Kim M. & Yun S. (2017). Never too much? The curvilinear relationship between empowering leadership and task performance, Group & Organization Management, 42(1), 11-38.
  • Lee, A., Willis, S. & Tian, A. W. (2018). Empowering leadership: A meta-analytic examination of ıncremental contribution, mediation, and moderation, Journal of Organizational Behavior, 39, 306-325.
  • Liu, W., Lepak, D. P., Takeuchi, R. & Sims, H. P. (2003). Matching leadership styles with employment modes: Strategic HRM perspective, Human Management Resource Review, 13, 127-152
  • Luthans, F. (1995). Organizational Behavior. New York: McGraw-Hill.
  • Mahoney, M. J. & Arnkoff, D. (1978). Cognitive and self-control therapies. (Eds.) S. Garfield and A. E. Bergin, Handbook of Psychotherapy and Behavior Change: An Empirical Analysis, New York: John Wiley and Sons.
  • Mathieu, J. E., Gilson, L. L., & Ruddy, T. M. (2006). Empowerment and team effectiveness: An empirical test of an integrated model, Journal of Applied Psychology, 91(1), 97-108.
  • Mayer, R. C., Davis, J. H. & Schoorman, D. F. (1995). An integrative model of organizational trust, The Academy of Management Review, 20(3), 709-734.
  • Morgeson, F., P., Delaney-Klinger, K. & Hemingway, M. A. (2005). The importance of job autonomy, cognitive ability, and job related skill for predicting role breadth and job performance, Journal of Applied Psychology, 90(2), 399-406.
  • Oldham, G. R. & Cummings, A. (1996). Employee creativity: Personal and contextual factors at work, Academy of Management Journal, 39, 607-634.
  • Podsakoff, P. M., MacKenzie, S. B., Moorman, R. H. & Fetter, R. (1990). Transformational leader behaviors and their effects on follower’s trust in leader, satisfaction and organizational citizenship behavior, Leadership Quarterly, 1(2), 107-142.
  • Randolph, A. W. & Sashkin, M. (2002). Can organizational empowerment work in multinational settings?, Academy of Management Executive, 16(1), 102-115.
  • Raub, S. & Robert, C. (2010). Differential effects of empowering leadership on in-role and extra-role employee behaviors: Exploring the role of psychological empowerment and power values, Human Relations, 63(11), 1743-1770.
  • Schaufeli, W. B. (2017). Applying the job demands-resources model: A ‘how to’ guide to measuring and tackling work engagement and burnout, Organizational Dynamics, 46, 120-132.
  • Schriesheim, C. A., Castro, S. L. & Cogliser, C. C. (1999). Leader-member exchange (LMX) research: A comprehensive review of theory, measurement and data-analytic procedures, Leadership Quarterly, 10, 63-113.
  • Scott, S. G. & Bruce, R. A. (1994). Determinants of innovative behavior: A path model of individual innovation in the workplace, Academy of Management Journal, 37, 580-607.
  • Sosik, J. J., Kahai, S. S. & Avolio, B. J. (1998). Transformational leadership and dimensions of creativity: Motivating idea generation in computer-mediated groups. Creativity Research Journal, 11(2), 111-121.
  • Spreitzer, G. M. (1995). Psychology empowerment in the workplace: Dimensions, measurement, and validation, Academy of Management Journal, 38(5), 1442-1465.
  • Srivastava, A., Bartol, K. M. & Locke, E. A. (2006). Empowering leadership in management teams: Effects on knowledge sharing, efficacy, and performance, Academy of Management Journal, 49(6), 1239-1251.
  • Thamhain, H. J. (2004). Linkages of project environment to performance: Lessons for team leadership, International Journal of Project Management, 22(7), 533-544.
  • Thibault, J. W. & Kelley, H. H. (1959). The Social Psychology of Groups. New York: Wiley.
  • Thorenson, C. E. & Mahoney, M. J. (1974). Behavioral Self-Control. Texas: Holt, Rinehart and Winston.
  • Vecchio, R., P., Justin, J. E., & Pearce, C., L. (2010). Empowering leadership: An examination of mediating mechanisms within a hierarchical structure, The Leadership Quarterly, 21, 530-542.
  • Wong, Y., Wong, C. & Ngo, H. (2011). The effect of trust in organisation and perceived organisational support on organisational citizenship behavior: A test of three competing models, The International Journal of Human Resources Management Journal, 23(2), 278-293.
  • Yamagishi, T. & Yamagishi, M. (1994). Trust and commitment in the United States and Japan. Motivation and Emotion, 18(2), 129-166.
  • Zhang, X. & Bartol, K. M. (2010). Linking empowering leadership and employee creativity: The influence of psychological empowerment, intrinsic motivation, and creative process engagement, Academy of Management Journal, 53(1), 107-128.
  • Zhang, X. & Zhou, J. (2014). Empowering leadership, uncertainty avoidance, trust and employee creativity: Interaction effects and a mediating mechanism, Organizational Behavior and Human Decision Processes, 124, 150-164.
  • Zhou, J. & George J. M. (2001). When job dissatisfaction leads to creativity: Encouraging the expression of voice, Academy of Management Journal, 44, 682-696.
  • Zhou, J. (1998). Feedback valence, feedback style, task autonomy, and achievement orientation: Interactive effects on creative performance, Journal of Applied Psychology, 83, 261-276.

Güçlendirici Liderlik ve İşgören Yaratıcılığı Arasındaki İlişkide Lidere Duyulan Güvenin Aracılık Etkisi

Yıl 2018, Cilt: 8 Sayı: 15, 1539 - 1561, 31.08.2018
https://doi.org/10.26466/opus.451058

Öz

Bu çalışma öncelikle güçlendirici liderlik ve
işgören yaratıcılığı arasındaki ilişkiyi incelemektedir. Buna ilaveten
çalışmada, bu ilişki üzerinde lidere duyulan güvenin aracılık rolünün olup,
olmadığının ortaya konulması amaçlanmaktadır. Bu araştırmanın kuramsal
altyapısı, sosyal mübadele kuramı, davranışsal öz-yönetim kuramı, sosyal
bilişsel kuram ve iş talepleri-kaynakları modeline kadar uzanmaktadır. İlgili
alanyazın temel alınarak, güçlendirici liderlik, lidere duyulan güven ve
işgören yaratıcılığı değişkenleri arasındaki ilişkiler açıklanmaya
çalışılmaktadır. Bunu yapabilmek adına, Ankara ve İstanbul’da yer alan imalat
şirketlerinde çalışan 172 mühendis arasında, nicel bir araştırma yapılmıştır.
Bu araştırmadan elde edilen sonuçlara göre, güçlendirici liderliğin, işgören
yaratıcılığı ve lidere duyulan güven üzerinde anlamlı ve olumlu bir etkisinin
olduğu ortaya çıkmıştır. Ayrıca, güçlendirici liderlik ve işgören yaratıcılığı
arasındaki ilişkide, lidere duyulan güvenin kısmi aracılık rolü oynadığı tespit
edilmiştir. Böylece, bu çalışmada elde edilen sonuçlar sayesinde ilgili
alanyazına değerli katkılarda bulunulması amaçlanmıştır.

Kaynakça

  • Ahearna, M., Mathieu, J. & Rapp, A. (2005). To empower or not to empower your sales force? An empirical examination of the influence of leadership empowerment behavior on customer satisfaction and performance. Journal of Applied Psychology, 90, 945-955.
  • Amabile,T. M. (1988). A model of creativity and innovation in organizations. (Eds.) B.M. Staw and L. L. Cummings, Research in Organizational Behavior, Greenwich: JAI Press, 10:123-167.
  • Amabile, T. M. (2013). Componential theory of creativity. (Ed.) Eric H. Kessler, Encyclopedia of Management Theory, London: Sage Publications, 134-139.
  • Appelbaum, S. H. & Honegger K. (1988). Empowerment: A contrasting overview of organizations in general and nursing in particular- an examination of organizational factors, managerial behaviors, job design and structural power. Empowerment in Organizations, 6(2), 29-50.
  • Arnold, J. A, Arad, S., Rhoades, J. A. & Drasgow, F. (2000). The empowering leadership questionnaire: the construction and validation of a new scale for measuring leader behaviors. Journal of Organizational Behavior, 21, 249-269.
  • Auh, S., Menguc, B. & Jung, Y. S. (2014). Unpacking the relationship between empowering leadership and service-oriented citizenship behaviors: A multilevel approach. Journal of Academy of Marketing Science, 42, 558-579.
  • Bandura A. (1986). Social foundations of thought and action: a social cognivite theory. Englewood Cliffs, NJ: Prentice-Hall.
  • Baron, R. M. & Kenny, D. A. (1986). The moderator-mediator variable distinction in social psychological research: conceptual, strategic and statistical considerations. Journal of Personality and Social Psychology, 51(6), 1173-1182.
  • Bass, B. M. (1985). Leadership and performance beyond expectations. New York: Free Press.
  • Blau, P. M. (1964). Exchange and power in social life. New York: John Wiley.
  • Bligh, M. C. (2017). Leadership and trust in leadership today, springer texts in business and economics, (Eds.), J. Marques and S. Dihman, Springer International Publishing, Switzerland: 21-42.
  • Bobbio, A., Bellan, M. & Manganelli, A. M. (2012). Empowering leadership, perceived organizational support, trust and job burnout for nurses: A study in an Italian general hospital. Health Care Management Review, 37(1), 77-87.
  • Brislin, R. W. (1986). The wording and translation of research instruments. (Eds.) W.J. Lorner and J.W. Berry, Cross-cultural research and methodology series, 8. Field methods in cross-cultural research, 137-154. Thousand Oaks, CA, US: Sage Publications, Inc.
  • Conger, J. A & Kanungo, R. N. (1988). The empowerment process: Integrating theory and practice, Academy of Management Review, 13(3), 471-482.
  • Cummings L.L. & Bromiley P. (1996). The organizational trust ınventory (otı): development and validation. (Eds.) R.M Kramer and T.R. Tyler, Trust in Organizations: Frontiers of Theory and Research, Thousand Oaks: CA: Sage Publications.
  • DeConinck, J. B. (2011). The effects of ethical climate on organizational identification, supervisory trust and turnover among salespeople, Journal of Business Research, 64(6), 617-624.
  • Deluga, R. J. (1994). Supervision trust building, leader-member exchange and organizational citizenship behaviour, Journal of Occupational and Organizational Psychology, 67, 315-326.
  • Emerson, R. M. (1962). Power-dependence relations, American Sociological Review, 27, 31-41.
  • Erstad, M. (1997). Empowerment and organizational change, International Journal of Contemporary Hospitality Management, 9(7), 325-333.
  • Ferrin, D.L. & Dirks, K.T. (2002). Trust in leadership: Meta-analytic findings and implications for research and practice. Journal of Applied Psychology, 87(4), 611-628.
  • Field, A. P. (2000). Discovering statistics using SPSS for windows. London: Sage Publications.
  • Gill, A., Mathur, N., Sharma, S. P. & Bhutani, S. (2011). The effects of empowerment and transformational leadership on employee intentions to quit: A study of restaurant workers in India, International Journal of Management, 28(1), 217-229.
  • Gómez C. & Rosen, B. (2001). The leader-member exchange as a link between managerial trust and employee empowerment, Group and Organization Management, 26(1), 53-59.
  • Harris, B. T., Li, N., Boswell, W. R., Zhang X., & Xie, Z. (2014). Getting what’s new from newcomers: Empowering leadership, creativity and adjustment in the socialization context, Personnel Psychology, 67(3), 567-604.
  • Hu, L. & Bentler, P. M. (1999). Cut off criteria for fit indexes in covariance structure analysis: Conventional criteria versus new alternatives, Structural Equation Modeling: A Multidisciplinary Journal, 6(1), 1-55.
  • Huang, X., Iun, J., Liu, A. & Gong, Y. (2010). Does participative leadership enhance work performance by inducing empowerment or trust? The differiential effects on mangerial and non-managerial subordinates, Journal of Organizational Behavior, 31, 122-143.
  • Jaiswal, N. K. & Dhar, R. L. (2017). The influence of servant leadership, trust in leader and thriving on employee creativity, Leadership and Organizational Development Journal, 38(1), 2-21.
  • Kinicki, A. J., McKee, F. M. & Wade, K. J. (1996). Annual review, 1991-1995: Occupational health, Journal of Vocational Behavior 49, 190-220.
  • Kirkman, B. L. & Rosen, B. (1999). Beyond self-management: Antecedents and consequences of team empowerment, Academy of Management Journal, 42, 58-74.
  • Konovsky M. & Pugh, D. (1994). Citizenship behavior and social exchange. Academy of Management Journal, 37, 656-669.
  • Lee, S., Cheong, M., Kim M. & Yun S. (2017). Never too much? The curvilinear relationship between empowering leadership and task performance, Group & Organization Management, 42(1), 11-38.
  • Lee, A., Willis, S. & Tian, A. W. (2018). Empowering leadership: A meta-analytic examination of ıncremental contribution, mediation, and moderation, Journal of Organizational Behavior, 39, 306-325.
  • Liu, W., Lepak, D. P., Takeuchi, R. & Sims, H. P. (2003). Matching leadership styles with employment modes: Strategic HRM perspective, Human Management Resource Review, 13, 127-152
  • Luthans, F. (1995). Organizational Behavior. New York: McGraw-Hill.
  • Mahoney, M. J. & Arnkoff, D. (1978). Cognitive and self-control therapies. (Eds.) S. Garfield and A. E. Bergin, Handbook of Psychotherapy and Behavior Change: An Empirical Analysis, New York: John Wiley and Sons.
  • Mathieu, J. E., Gilson, L. L., & Ruddy, T. M. (2006). Empowerment and team effectiveness: An empirical test of an integrated model, Journal of Applied Psychology, 91(1), 97-108.
  • Mayer, R. C., Davis, J. H. & Schoorman, D. F. (1995). An integrative model of organizational trust, The Academy of Management Review, 20(3), 709-734.
  • Morgeson, F., P., Delaney-Klinger, K. & Hemingway, M. A. (2005). The importance of job autonomy, cognitive ability, and job related skill for predicting role breadth and job performance, Journal of Applied Psychology, 90(2), 399-406.
  • Oldham, G. R. & Cummings, A. (1996). Employee creativity: Personal and contextual factors at work, Academy of Management Journal, 39, 607-634.
  • Podsakoff, P. M., MacKenzie, S. B., Moorman, R. H. & Fetter, R. (1990). Transformational leader behaviors and their effects on follower’s trust in leader, satisfaction and organizational citizenship behavior, Leadership Quarterly, 1(2), 107-142.
  • Randolph, A. W. & Sashkin, M. (2002). Can organizational empowerment work in multinational settings?, Academy of Management Executive, 16(1), 102-115.
  • Raub, S. & Robert, C. (2010). Differential effects of empowering leadership on in-role and extra-role employee behaviors: Exploring the role of psychological empowerment and power values, Human Relations, 63(11), 1743-1770.
  • Schaufeli, W. B. (2017). Applying the job demands-resources model: A ‘how to’ guide to measuring and tackling work engagement and burnout, Organizational Dynamics, 46, 120-132.
  • Schriesheim, C. A., Castro, S. L. & Cogliser, C. C. (1999). Leader-member exchange (LMX) research: A comprehensive review of theory, measurement and data-analytic procedures, Leadership Quarterly, 10, 63-113.
  • Scott, S. G. & Bruce, R. A. (1994). Determinants of innovative behavior: A path model of individual innovation in the workplace, Academy of Management Journal, 37, 580-607.
  • Sosik, J. J., Kahai, S. S. & Avolio, B. J. (1998). Transformational leadership and dimensions of creativity: Motivating idea generation in computer-mediated groups. Creativity Research Journal, 11(2), 111-121.
  • Spreitzer, G. M. (1995). Psychology empowerment in the workplace: Dimensions, measurement, and validation, Academy of Management Journal, 38(5), 1442-1465.
  • Srivastava, A., Bartol, K. M. & Locke, E. A. (2006). Empowering leadership in management teams: Effects on knowledge sharing, efficacy, and performance, Academy of Management Journal, 49(6), 1239-1251.
  • Thamhain, H. J. (2004). Linkages of project environment to performance: Lessons for team leadership, International Journal of Project Management, 22(7), 533-544.
  • Thibault, J. W. & Kelley, H. H. (1959). The Social Psychology of Groups. New York: Wiley.
  • Thorenson, C. E. & Mahoney, M. J. (1974). Behavioral Self-Control. Texas: Holt, Rinehart and Winston.
  • Vecchio, R., P., Justin, J. E., & Pearce, C., L. (2010). Empowering leadership: An examination of mediating mechanisms within a hierarchical structure, The Leadership Quarterly, 21, 530-542.
  • Wong, Y., Wong, C. & Ngo, H. (2011). The effect of trust in organisation and perceived organisational support on organisational citizenship behavior: A test of three competing models, The International Journal of Human Resources Management Journal, 23(2), 278-293.
  • Yamagishi, T. & Yamagishi, M. (1994). Trust and commitment in the United States and Japan. Motivation and Emotion, 18(2), 129-166.
  • Zhang, X. & Bartol, K. M. (2010). Linking empowering leadership and employee creativity: The influence of psychological empowerment, intrinsic motivation, and creative process engagement, Academy of Management Journal, 53(1), 107-128.
  • Zhang, X. & Zhou, J. (2014). Empowering leadership, uncertainty avoidance, trust and employee creativity: Interaction effects and a mediating mechanism, Organizational Behavior and Human Decision Processes, 124, 150-164.
  • Zhou, J. & George J. M. (2001). When job dissatisfaction leads to creativity: Encouraging the expression of voice, Academy of Management Journal, 44, 682-696.
  • Zhou, J. (1998). Feedback valence, feedback style, task autonomy, and achievement orientation: Interactive effects on creative performance, Journal of Applied Psychology, 83, 261-276.
Toplam 58 adet kaynakça vardır.

Ayrıntılar

Birincil Dil İngilizce
Bölüm Makaleler
Yazarlar

Çağlar Doğru 0000-0002-4215-8979

Yayımlanma Tarihi 31 Ağustos 2018
Kabul Tarihi 27 Ağustos 2018
Yayımlandığı Sayı Yıl 2018 Cilt: 8 Sayı: 15

Kaynak Göster

APA Doğru, Ç. (2018). The Mediating Effect of Trust in Leader on the Relationship between Empowering Leadership and Employee Creativity. OPUS International Journal of Society Researches, 8(15), 1539-1561. https://doi.org/10.26466/opus.451058