Participative leadership and employee creativity: a sequential mediation model of psychological safety and creative process engagement

Purpose The purpose of this paper is to draw upon social information processing theory to examine the sequential mediating roles of psychological safety and creative process engagement between participative leadership on creativity. Design/methodology/approach Using a time-lagged sample of 526 supervisor–subordinate dyads from R psychological safety significantly mediates the relationship between participative leadership and creative process engagement; creative process engagement significantly mediates the relationship between psychological safety and employee creativity; psychological safety and creative process engagement sequentially mediates the relationship between participative leadership and creativity. Practical implications The study findings imply that the participative leadership behaviors of managers or supervisor's nurtures employees psychological safety to take risk and promotes employee engagement in creativity relevant ventures leading to creativity. Originality/value The findings contribute new knowledge on the relationship between participative leadership and creativity by uncovering the causal chain of a cognitive mechanism (psychological safety) with a behavioral mechanism (creative process engagement).