Psychological capital as a mediator of the relationship between leadership and creative performance behaviors: empirical evidence from the Indian R&D sector

Abstract

The present study examines the relationships between leadership, psychological capital and employee creative performance behaviors in the Indian research and development (R&D) context. A survey-based study was conducted in 11 government-owned R&D laboratories across India and 496 usable responses were collected. Data analyses, performed using the structural equation modeling technique, revealed that psychological capital fully mediates the relationship between leadership and creative performance behaviors. R&D leaders who display positive behaviors are more likely to aid the development of their subordinates' positive psychological capacities. Employees with higher psychological capital engage in greater creative behaviors, improving the chances of producing creative outcomes. In addition, such employees will need less supervision and will be less dependent on leadership for directions and day-to-day work. The implication for researchers and practitioners are discussed.

Keywords::

• creative performance behaviors
• leadership
• positive psychological capital
• R&D management

Acknowledgments

The authors thank the Human Resource Development Centre of the Council for Scientific and Industrial Research for allowing them to conduct the survey in 11 R&D laboratories and for extending all possible help for completing the exercise in time. The authors also thank the scientists who agreed to participate in the study and gave their valuable inputs and time. The authors gratefully acknowledge the constructive comments of anonymous reviewers on earlier drafts of this manuscript.