The role of psychological safety and psychological capital in linking leadership curiosity to employee creative performance
Bibliographic Data
| ID | 22112008 |
|---|---|
| Authors | Barbara Rebecca Mutonyi (0000-0002-3789-3848, Høyskolen Kristiania, corresponding author), Renate Fredheim (University of Inland Norway), Terje Slåtten (University of Inland Norway) |
| Year | 2025 |
| Volume | 11 |
| Issue | 1 |
| Publication date | 2025-12-31 |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Cogent Social Sciences (JOURNAL) |
| Journal identifiers | ISSN: 2331-1886 • E-ISSN: 2331-1886 |
| Publisher | Informa UK Limited (PUBLISHER • GB) |
| DOI | 10.1080/23311886.2025.2458060 |
| OpenAlex | W4407028631 |
| Language | EN |
| Citations received | 2 |
| References cited | 80 |
This study examines the relationships between the leadership display of curiosity, employees’ creative performance, and two psychological conditions mediating this relationship. The two psychological conditions are represented by (i) psychological capital and (ii) psychological safety. A sample of 181 employees from different hospitality organizations participated in this study. The sample was analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) with the SmartPLS 4 statistical program. Leadership display of curiosity are directly related to employees’ creative performance. Employees’ psychological capital mediates the relationship between leadership and creative performance. Psychological safety was affected by the leadership’s display of curiosity but did not mediate the relationship between the leadership’s display of curiosity and creative performance. Leadership display of curiosity, psychological capital, and psychological safety explain almost 50 percent (48,2%) of employees’ creative performance variance. Overall, the findings reveal that leadership display of curiosity have a substantial impact on both employees’ creative performance and psychological capital, as well as the psychological safety climate in the organization. Accordingly, an essential implication of this study is to develop the level of curiosity among leaders and consider it a resource that organizations can capitalize on. This study contributes to a relatively new research domain, focusing on and revealing the role of the leadership display of curiosity within organizations
Business · Curiosity · Political science · Positive psychological capital · Psychological safety · Public relations · Emotional Intelligence and Performance · Job Satisfaction and Organizational Behavior · Psychological and Educational Research Studies · Psychology · Social Psychology
Statistical Power Analysis for the Behavioral Sciences
Positive organizational behavior
Beyond a tandem analysis of SEM and PROCESS
Interest and deprivation factors of epistemic curiosity
Determinants of Innovative Behavior
Inclusive Leadership and Employee Involvement in Creative Tasks in the Workplace
When Job Dissatisfaction Leads to Creativity
Authentic leadership promoting employees' psychological capital and creativity
Impact of inclusive leadership on innovative work behavior
Meta‐analysis of the impact of positive psychological capital on employee attitudes, behaviors, and performance
Common Method Bias
Positive psychological capital
Leadership Behavior and Employee Voice
PLS-Sem
When to use and how to report the results of PLS-SEM
Positive Psychological Capital
Curiosity may have killed the cat but it has the power to improve employee creativity
Psychological Capital
The psychology of curiosity
Mediating Effect of Positive Psychological Capital in Taiwan's Life Insurance Industry
Psychological capital and innovative behavior
Making it safe
The mediating role of psychological capital in the supportive organizational climate—employee performance relationship
Burnout and Work Engagement
The effect of servant leadership on ad hoc schoolteachers' affective commitment and psychological well-being
Reconsidering Baron and Kenny
| Citations per year | 2 |
|---|---|
| Citation span | 2025 - 2026 (2) |
| Highly cited | No |