Empowering Leadership, Uncertainty Avoidance, Trust and Employee Creativity

Document Type : Research Paper


1 Department of Management, Farabi Campus,University of Tehran, Qom, Iran

2 Department of Education & Psychology, University of Tehran Tehran, Iran


This study was conducted in 2016 aimed to investigate the relationship between empowering leadership, uncertainty avoidance, trust, and employee creativity with regard to interaction effects and mediating mechanism. The population consists of 205 employees from the Nomadic affairs of Fars Province. In accordance with the Cochran formula, the sample size of 134 was calculated that were participated in the simple random sampling method. The questionnaires of uncertainty avoidance (Dorfman & Howell, 1988), empowering leadership (Arnold and colleagues, 2000), trust (McAllister 1995), creativity (Zhou & George, 2001) and creative self-efficacy (Tierney & Farmer, 2002) were used in order to measure the variables. The reliability of the questionnaire was confirmed by Cronbach's alpha and its validity was confirmed by content validity ratio (CVR) and structural and convergent validity methods. The research hypotheses were tested using structural equation modeling technique. The findings showed empowering leadership has a significant effect on creative self-efficacy. There was significant effect of creative self-efficacy on creativity. The mediating mechanism of creative self-efficacy was significant in relationship between empowering leadership and creativity. Also, the role of the moderator of confidence and uncertainty avoidance was significant between empowering leadership and creative self-efficiency. 


Volume 3, Issue 4
October 2017
Pages 11-28
  • Receive Date: 06 November 2014
  • Accept Date: 06 November 2015
  • First Publish Date: 01 October 2017