Nexus between Leader–Member Exchange, Paternalistic Leadership, and Creative Behavior in the Construction Industry

Maqsoom, Ahsen and Zahoor, Ifra and Ashraf, Hassan and Ullah, Fahim ORCID: https://orcid.org/0000-0002-6221-1175 and Alsulami, Badr T. and Salman, Alaa and Alqurashi, Muwaffaq (2022) Nexus between Leader–Member Exchange, Paternalistic Leadership, and Creative Behavior in the Construction Industry. Sustainability, 14 (12):7211. pp. 1-20.

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Abstract

Effective leadership and creative performance are the predominant factors for the success of modern projects in the global construction industry. However, rigorous research has not explored the nexus between such factors and the leader–member exchange (LMX). To address this gap, this study explores the relationship between dimensions of paternalistic leadership and employee creativity achieved through LMX in the context of the construction industry. Based on social exchange theory (SET), six relevant hypotheses were proposed in this study. The data were collected through a structured questionnaire. An online survey form was used for data collection, through which 288 responses were collected from the construction industry employees working in Pakistan. The collected data were analyzed using Smart PLS in two stages, i.e., measurement model evaluation (reliability analysis, convergent and discriminant validity) and structural model evaluation (R2, F2, and path coefficient). The findings of the current study reveal a positive association of authoritarian, benevolent, and moral leadership with employee creativity. In addition, LMX significantly mediates the relationship between the two dimensions of paternalistic leadership (benevolent and moral leadership) and creativity, except for authoritarian leadership. Based on the results, this study contributes to the body of knowledge related to the appropriate leadership style in the local construction industry that can be extended to other developing countries with similar dynamics. It also helps the managers target and develops relevant skills to acquire positive outcomes from their team members.


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Item Type: Article (Commonwealth Reporting Category C)
Refereed: Yes
Item Status: Live Archive
Faculty/School / Institute/Centre: Current – Faculty of Health, Engineering and Sciences - School of Surveying and Built Environment (1 Jan 2022 -)
Faculty/School / Institute/Centre: Current – Faculty of Health, Engineering and Sciences - School of Surveying and Built Environment (1 Jan 2022 -)
Date Deposited: 15 Jun 2022 04:56
Last Modified: 15 Jun 2022 04:56
Uncontrolled Keywords: construction industry; developing countries; employee creativity; leader–member exchange; paternalistic leadership
Fields of Research (2020): 35 COMMERCE, MANAGEMENT, TOURISM AND SERVICES > 3507 Strategy, management and organisational behaviour > 350711 Organisational planning and management
33 BUILT ENVIRONMENT AND DESIGN > 3302 Building > 330202 Building construction management and project planning
33 BUILT ENVIRONMENT AND DESIGN > 3399 Other built environment and design > 339999 Other built environment and design not elsewhere classified
35 COMMERCE, MANAGEMENT, TOURISM AND SERVICES > 3507 Strategy, management and organisational behaviour > 350799 Strategy, management and organisational behaviour not elsewhere classified
40 ENGINEERING > 4005 Civil engineering > 400504 Construction engineering
33 BUILT ENVIRONMENT AND DESIGN > 3302 Building > 330201 Automation and technology in building and construction
33 BUILT ENVIRONMENT AND DESIGN > 3304 Urban and regional planning > 330407 Regulatory planning and development assessment
35 COMMERCE, MANAGEMENT, TOURISM AND SERVICES > 3507 Strategy, management and organisational behaviour > 350709 Organisation and management theory
35 COMMERCE, MANAGEMENT, TOURISM AND SERVICES > 3507 Strategy, management and organisational behaviour > 350713 Project management
40 ENGINEERING > 4005 Civil engineering > 400508 Infrastructure engineering and asset management
35 COMMERCE, MANAGEMENT, TOURISM AND SERVICES > 3505 Human resources and industrial relations > 350503 Human resources management
Socio-Economic Objectives (2020): 15 ECONOMIC FRAMEWORK > 1503 Management and productivity > 150302 Management
12 CONSTRUCTION > 1201 Building management and services > 120199 Building management and services not elsewhere classified
28 EXPANDING KNOWLEDGE > 2801 Expanding knowledge > 280106 Expanding knowledge in commerce, management, tourism and services
Identification Number or DOI: https://doi.org/10.3390/su14127211
URI: http://eprints.usq.edu.au/id/eprint/49080

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