Background: Nowadays, companies from the technological sector confront extreme competition and itis always a challenge for leadership teams to increase competitiveness. This study aims to investigateinnovation advancement within tech companies in an international context from the leadership andmanagement incentives point of view. Leadership plays a vital role in giving direction to the path anorganization should follow. It is of significant interest to examine how leadership can drive anorganization to innovative thinking. Different approaches and leadership styles can be adopted andpracticed by leaders to produce different outcomes on employees’ creative culture. Additionally,individual characteristics of the employees such as self-efficacy and creativity may allow the innovativebehaviours to strive and create a workplace culture that is inducing innovative output. Innovative workbehaviour is becoming more popular or even mandatory within several firms in the technological sectorin contrast to previous decades. Purpose: The purpose of this study is to explore how ethical leadership and participative leadershipstyle can affect innovative work behaviour and to examine if the creative process engagement and selfefficacylead to enhanced innovative work behaviour. Methodology: For this thesis a quantitative approach for data collection, as well as data analysis is used.This study is based on a SEM model which contains close-ended questions that were answered througha self-administrated questionnaire. The survey was answered by employees working at companies fromthe field of technology, covering different positions. A total of 177 respondents answered thequestionnaire, and the results were analysed both in quantitative and qualitative ways. IBM SPSSsoftware was used for the statistical analysis, and AMOS 26 for the Structural Equation Modeling tests. Results: The results of the statistical analysis performed unveiled that the aspects of ethical andparticipative leadership can positively affect creativity and innovation and that self-efficacy canpositively relate to creative process engagement.Conclusion: This study contributes in showing that two positive ways of management, ethical andparticipative can be introduced by leaders that are interested in increasing creativeness and innovationat work; it also shows that for the sample tested, ethical and participative leadership does not necessarilyhas a major effect on employee’s self-efficacy. Delimitations: The geographical locations, the time and sample size, the choice of participatingorganizations, and the framework designed for the evaluation of the theoretical problem are consideredas limitations for this study. This research is mainly limited to professionals working in the technologicalsector and the study is restricted in time since the participants had to answer in a certain time frame. Toconclude, the sample size of the survey even though is satisfactory for its intended use, could be higher. / <p>Presentation was conducted via video link and were chaired by Anders Wrenne.</p><p>Anders Wrenne e-mail: anders.wrenne@bth.se</p>

<p>Previous research has identified creativity goals and process goals as two contextual interventions for enhancing creativity in the workplace. Whereas creativity goals direct attention and effort toward outcomes that are both novel and useful, process goals direct attention and effort toward the creative process – behaviors and cognitions intended to enhance creative outcomes. The current research draws from past research and theory on goals and intrinsic motivation to explain how creativity goals and process goals influence creative performance, and perhaps more importantly, <i>why</i>. Specifically, I suggest that creativity goals have a direct, positive relationship with creative performance; however, process goals have an indirect, positive relationship with creative performance through creative process engagement. Additionally, specificity has the ability to focus attention on relevant processes and outcomes within the creativity criterion space. While specific creativity goals are predicted to direct attention toward desirable solutions without thwarting needs for autonomy, specific (i.e., structured) process goals may thwart autonomy perceptions, resulting in lower levels of intrinsic motivation, and ultimately creative performance. The hypotheses proposed were examined in a sample of 560 undergraduate students utilizing a 3 (creativity goals: specific, general, and no goal) x 3 (process goals: structured, semi-structured, and no goals) between-subjects experimental design. Results revealed creativity goals, particularly specific creativity goals, have a direct positive influence on creative performance. Process goals have an indirect positive relationship on creative performance through creative process engagement. Moreover, process goals have a negative impact on perceptions of autonomy, which in turn negatively impacts creative performance by reducing intrinsic motivation. The specific creativity goal had the strongest effects and appears to be an effective way to enhance both creative process engagement and creative performance. Taken together, these findings suggest that goals are a tenable means of enhancing creative performance; however, care should be taken to reduce adverse consequences for autonomy perceptions. </p>

[pt] Diante do desafio de se ressignificar sucesso organizational, torna-se primordialcompreender o papel da liderança em capacitar os seguidores para resolver oparadoxo lucro-propósito, bem como fomentar a criatividade voltada para o bemcomum (De Cremer & Moore, 2020; Winkler et al., 2019). Ao incluir as dimensõesética e moral ao lado dos objetivos econômicos, as organizações passam a inserir opropósito na estratégia organizacional, considerando os interesses das diversaspartes envolvidas (He & Ortiz, 2021; Moroz & Gamble, 2021). A partir deste panode fundo, o presente trabalho propõe a humildade do líder como atributo relevantepara auxiliar seguidores a navegar o paradoxo da sustentabilidade, criando o cenárioadequado para que a criatividade se desenvolva e frutifique. O primeiro artigoinvestiga a estrutura intelectual dos temas liderança humilde ecriatividade/inovação, integrando-os em um framework composto de três mapasconceituais, que avançam achados de pesquisas anteriores (Kelemen et al., 2022).O segundo artigo, composto de dois estudos experimentais, avalia relações decausa-e-efeito da liderança humilde e saídas ligadas à criatividade, através daperspectiva do paradoxo. O primeiro estudo confirmou que a humildade do líder éresponsável pela resolução criativa de problemas pelos seguidores via mentalidadede paradoxo, bem como pelo engajamento em processo criativo, apresentandoresultado marginalmente significativo para as emoções positivas. O segundoestudo, por sua vez, confirmou que a liderança humilde é responsável por níveismais altos de emoções positivas e tomada de perspectiva dos seguidores,provocando menos emoções negativas quando comparada à condição de controle. / [en] Amidst the cutting-edge challenge of reframing organizational success, it is paramount to understand the role of leadership in influencing followers capability of solving the paradox of purpose and profit dual-goal, as well as in leveraging creativity toward the common good (De Cremer & Moore, 2020; Winkler et al., 2019). By adding the ethical and moral dimensions alongside the economic goal, organizations start to place purpose into organizational strategy, considering multiple stakeholders interests (He & Ortiz, 2021; Moroz & Gamble, 2021). Therefore, against this backdrop, the present research contends that in terms of the leader s singular behaviors that may help followers navigate the sustainability paradox, leader humility emerges as a relevant attribute to set the stage for creative problem-solving to flourish and thrive. The first paper makes a concerted effort to investigate the business intellectual structure of leader humility and creativity/innovation, integrating past research findings into a synthetic framework composed of three conceptual maps that extend prior academic work (Kelemen et al., 2022). The second paper comprehends two experimental studies that address cause-and-effect concerns on humble leadership and creativity through the paradox perspective. The first study confirmed that leader humility is responsible for followers creative problem-solving via a paradox mindset, and also for creative process engagement; yielding a marginally significant effect on positive emotions. The second study, in turn, confirmed that humble leadership is responsible for promoting positive emotions and perspective-taking on followers, eliciting fewer negative emotions when compared to the control condition.