The Relationships between Leader Creativity Expectations, Intrinsic Motivation, and Creative Performance

Main Article Content

Muhammad Shahnawaz Adil
Kamal Bin Ab Hamid


Objective: The objectives of this conceptual paper are two folds: to propose and argue a) the direct relationship between leader creativity expectations and creative performance; and b) the mediating role of intrinsic motivation between leader creativity expectations and creative performance. 

Design: Drawing upon Pygmalion effect, Herzberg’s two-factor theory of motivation, and componential theory of creativity, two propositions are suggested. 

Findings: It is proposed that there will be a positive relationship between leader creativity expectations and creative performance. In addition, the authors also make the case that intrinsic motivation will mediate the relationship between leader creativity expectations and creative performance. 

Originality: The significant original contribution of this article is that it suggests a theoretical relationship of Pygmalion effect with Herzberg’s two-factor theory of motivation and componential theory of creativity to propose a new conceptual framework. In addition, this paper extends our knowledge regarding the pertinent role of leader creativity expectations in stimulating the divergent thinking process of people in the workplace. 

Policy Implications: This article attempts to provide a clear guideline to both practitioners and academicians to better explore the relationship between expectations and employee creativity. The proposed framework may be applied in various social contexts such as healthcare, education, creative advertising, research and development, hospitality and new business incubation.


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Adil, M. S., & Ab Hamid, K. B. (2019). The Relationships between Leader Creativity Expectations, Intrinsic Motivation, and Creative Performance. SEISENSE Journal of Management, 2(2), 58–68.
Business Management

Copyright (c) 2019 Muhammad Shahnawaz Adil, Kamal Bin Ab Hamid

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This work is licensed under a Creative Commons Attribution 4.0 International License.

Muhammad Shahnawaz Adil, COB-School of Business Management, Universiti Utara Malaysia (UUM), 06010 Sintok, Kedah Darul Aman, Malaysia

Muhammad Shahnawaz Adil is currently pursuing his PhD in human resource management from Universiti Utara Malaysia (UUM), Malaysia. Besides his MPhil degree in HRM from Pakistan, he holds an MBA, postgraduate diploma, and BSc Honours degrees with distinctions from London, United Kingdom. He has over 12 years of full-time teaching experience as an assistant professor of Strategic Management and Leadership at IQRA University, Pakistan. He is a member of Harvard Business School Publishing (USA) as a Premier Educator for Higher Education in Pakistan since February 2012. He is a member of the review board of various international JCR impact factor and Scopus-indexed journals. Over 500 MBA and 13 MPhil students have successfully completed their graduate research thesis in management discipline under his sole supervision at IQRA University, Pakistan. He has published numerous research papers in international journals and a monograph on leadership and strategy.

Kamal Bin Ab Hamid, COB-School of Business Management, Universiti Utara Malaysia (UUM), 06010 Sintok, Kedah Darul Aman, Malaysia

Kamal Bin Ab Hamid is an associate professor of industrial relations at Universiti Utara Malaysia (UUM), Malaysia. He earned his PhD degree in HRM from UUM in 2006. Dr. Kamal has extensive teaching and industry experience largely in the public sector of Malaysia where he was involved in consultations of labor law, industrial relations and rehabilitation. He has supervised 10 PhD theses and has presented his research work in various national and international conferences. His research interests include human resource management, industrial relation, social development and political science.

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