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Empowering Leadership in Creativity and Work-Effort: An Elucidation through the Psychological Empowerment and Self- Leadership of the Millennials Generation

Gadjah Mada International Journal of Business (GamaIJB) · Vol. 24 No. 3 (2022) · hlm. 269–288

DOI
10.22146/gamaijb.61306
ISSN
2338-7238, 1411-1128
Terbit
2022-10-06
Penerbit
Master in Management, Faculty of Economics and Business, Universitas Gadjah Mada
Bahasa
eng
Lisensi
creativecommons.org/licenses/by-sa/4.0

Abstrak

The purpose of this article is to elucidate the relations of empowering leadership on creativity and work-effort by using psychological empowerment and self-leadership. This elucidation contributes to fill the void in empirical studies by simultaneously examining the dynamics of relations among empowering leadership, creativity, work-effort, psychological empowerment, and self-leadership. The social exchange theory is applied to theoretically explain the psychological mechanisms among the constructs. As millennials are categorized as a creative generation, this study focuses on discussing the factors influencing their creativity and work-effort, with a specific notion of empowerment. This study is based on survey data (n = 113) of millennial generation employees working in digital start-up creative industries in Indonesia. Partial least squares structural equation modeling (PLS-SEM) is used to estimate the model. Results of the study find that empowering leadership influences employee creativity and work-effort either directly or indirectly through psychological empowerment and self-leadership. More specifically, the psychological empowerment of employees partially mediates the influence of empowering leadership on employee creativity and employee work-effort. Employee self-leadership also partially mediates the effect of empowering leadership on psychological empowerment, creativity, and employee work-effort. This study implies the practical and theoretical application of empowering leadership in the creativity context of the millennial generation.

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  • Institut Teknologi Kalimantan
  • Universitas Gadjah Mada
  • Universitas Halu Oleo
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  • Organisasi berbeda
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Rekan penulisOrganisasiArtikel bersama
Gunawan GunawanUniversitas Halu Oleo2
Rini IswariAfiliasi tidak diketahui1
Antari Ayuning ArsiAfiliasi tidak diketahui1
Muh. SholehAfiliasi tidak diketahui1
Elsha Pipit NathaliaAfiliasi tidak diketahui1
Ema KartikaAfiliasi tidak diketahui1

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Sumber metadata: OAI-PMH (metadata jurnal) https://journal.ugm.ac.id/gamaijb/oai, pertama di-harvest 28 Okt 2026, terakhir terlihat 1 Nov 2026.
Metadata asli (oai_dc) 
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	<dc:title xml:lang="en-US">Empowering Leadership in Creativity and Work-Effort: An Elucidation through the Psychological Empowerment and Self- Leadership of the Millennials Generation</dc:title>
	<dc:creator>Alif, Muhammad Ikhsan</dc:creator>
	<dc:creator>Nastiti, Tur</dc:creator>
	<dc:subject xml:lang="en-US">Business; Management; Leadership</dc:subject>
	<dc:subject xml:lang="en-US">empowering leadership, psychological empowerment, self-leadership, work-effort, creativity.</dc:subject>
	<dc:subject xml:lang="en-US">M50, M54.</dc:subject>
	<dc:description xml:lang="en-US">The purpose of this article is to elucidate the relations of empowering leadership on creativity and work-effort by using psychological empowerment and self-leadership. This elucidation contributes to fill the void in empirical studies by simultaneously examining the dynamics of relations among empowering leadership, creativity, work-effort, psychological empowerment, and self-leadership. The social exchange theory is applied to theoretically explain the psychological mechanisms among the constructs. As millennials are categorized as a creative generation, this study focuses on discussing the factors influencing their creativity and work-effort, with a specific notion of empowerment. This study is based on survey data (n = 113) of millennial generation employees working in digital start-up creative industries in Indonesia. Partial least squares structural equation modeling (PLS-SEM) is used to estimate the model. Results of the study find that empowering leadership influences employee creativity and work-effort either directly or indirectly through psychological empowerment and self-leadership. More specifically, the psychological empowerment of employees partially mediates the influence of empowering leadership on employee creativity and employee work-effort. Employee self-leadership also partially mediates the effect of empowering leadership on psychological empowerment, creativity, and employee work-effort. This study implies the practical and theoretical application of empowering leadership in the creativity context of the millennial generation.</dc:description>
	<dc:publisher xml:lang="en-US">Master in Management, Faculty of Economics and Business, Universitas Gadjah Mada</dc:publisher>
	<dc:contributor xml:lang="en-US"></dc:contributor>
	<dc:date>2022-10-06</dc:date>
	<dc:type>info:eu-repo/semantics/article</dc:type>
	<dc:type>info:eu-repo/semantics/publishedVersion</dc:type>
	<dc:type xml:lang="en-US">Peer-reviewed Article</dc:type>
	<dc:format>application/pdf</dc:format>
	<dc:identifier>https://journal.ugm.ac.id/gamaijb/article/view/61306</dc:identifier>
	<dc:identifier>10.22146/gamaijb.61306</dc:identifier>
	<dc:source xml:lang="en-US">Gadjah Mada International Journal of Business; Vol 24, No 3 (2022): September-December 2022; 269-288</dc:source>
	<dc:source>2338-7238</dc:source>
	<dc:source>1411-1128</dc:source>
	<dc:language>eng</dc:language>
	<dc:relation>https://journal.ugm.ac.id/gamaijb/article/view/61306/34839</dc:relation>
	<dc:rights xml:lang="en-US">Copyright (c) 2022 Gadjah Mada International Journal of Business</dc:rights>
	<dc:rights xml:lang="en-US">http://creativecommons.org/licenses/by-sa/4.0</dc:rights>
</oai_dc:dc>