ESP-4244

Published

2025-10-30

Issue

Vol. 10 No. 10 (2025): Published

Section

Research Articles

License

Copyright (c) 2025 Nana Liu, Siti rohaida mohamed zainal*

Creative Commons License

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

The journal adopts the Attribution-NonCommercial 4.0 International (CC BY-NC 4.0), which means that anyone can reuse and redistribute the materials for non-commercial purposes as long as you follow the license terms and the original source is properly cited.

Author(s) shall retain the copyright of their work and grant the Journal/Publisher rights for the first publication with the work concurrently licensed since 2023 Vol.8 No.2.

Under this license, author(s) will allow third parties to download, reuse, reprint, modify, distribute and/or copy the content under the condition that the authors are given credit. No permission is required from the authors or the publisher.

This broad license intends to facilitate free access, as well as the unrestricted use of original works of all types. This ensures that the published work is freely and openly available in perpetuity.

By providing open access, the following benefits are brought about:

  • Higher Visibility, Availability and Citations-free and unlimited accessibility of the publication over the internet without any restrictions increases citation of the article.
  • Ease of search-publications are easily searchable in search engines and indexing databases.
  • Rapid Publication – accepted papers are immediately published online.
  • Available for free download immediately after publication at https://esp.as-pub.com/index.php/ESP

 

Copyright Statement

1.The authors certify that the submitted manuscripts are original works, do not infringe the rights of others, are free from academic misconduct and confidentiality issues, and that there are no disputes over the authorship scheme of the collaborative articles. In case of infringement, academic misconduct and confidentiality issues, as well as disputes over the authorship scheme, all responsibilities will be borne by the authors.

2. The author agrees to grant the Editorial Office of Environment and Social Psychology a licence to use the reproduction right, distribution right, information network dissemination right, performance right, translation right, and compilation right of the submitted manuscript, including the work as a whole, as well as the diagrams, tables, abstracts, and any other parts that can be extracted from the work and used in accordance with the characteristics of the journal. The Editorial Board of Environment and Social Psychology has the right to use and sub-licence the above mentioned works for wide dissemination in print, electronic and online versions, and, in accordance with the characteristics of the periodical, for the period of legal protection of the property right of the copyright in the work, and for the territorial scope of the work throughout the world.

3. The authors are entitled to the copyright of their works under the relevant laws of Singapore, provided that they do not exercise their rights in a manner prejudicial to the interests of the Journal.

About Licence

Environment and Social Psychology is an open access journal and all published work is available under the Creative Commons Licence, Authors shall retain copyright of their work and grant the journal/publisher the right of first publication, and their work shall be licensed under the Attribution-NonCommercial 4.0 International (CC BY-NC 4.0).

Under this licence, the author grants permission to third parties to download, reuse, reprint, modify, distribute and/or copy the content with attribution to the author. No permission from the author or publisher is required.

This broad licence is intended to facilitate free access to and unrestricted use of original works of all kinds. This ensures that published works remain free and accessible in perpetuity. Submitted manuscripts, once accepted, are immediately available to the public and permanently accessible free of charge on the journal’s official website (https://esp.as-pub.com/index.php/ESP). Allowing users to read, download, copy, print, search for or link to the full text of the article, or use it for other legal purposes. However, the use of the work must retain the author's signature, be limited to non-commercial purposes, and not be interpretative.

Click to download <Agreement on the Licence for the Use of Copyright on Environmental and Social Psychology>.

How to Cite

Nana Liu, & Siti rohaida mohamed zainal. (2025). Servant leadership style，team psychological safety, team potency and environmental uncertainty on Team innovation performance: An analysis of high-tech enterprise employees of China. Environment and Social Psychology, 10(10), ESP-4244. https://doi.org/10.59429/esp.v10i10.4244

Servant leadership style，team psychological safety, team potency and environmental uncertainty on Team innovation performance: An analysis of high-tech enterprise employees of China

Nana Liu

School of Management, Universiti Sains Malaysia, Penang, Malaysia

Siti rohaida mohamed zainal

School of Management, Universiti Sains Malaysia, Penang, Malaysia


DOI: https://doi.org/10.59429/esp.v10i10.4244


Keywords: team psychological safety; servant leadership; innovative performance and environmental uncertainty

Abstract

This study investigates the influence of servant leadership style, team psychological safety, team potency, and environmental uncertainty on team innovation performance among employees in China’s high-tech enterprises. Drawing on Path-Goal Theory and High-Level Echelon Theory perspectives, the research aims to understand how leadership behaviors and contextual factors jointly shape team innovation outcomes. A total of 325 questionnaires were collected from high-tech enterprise teams across Shandong province in China using a structured questionnaire, and analyzed using structural equation modeling (SEM) with SmartPLS 4.1.1. The results reveal that servant leadership and team psychological safety positively affects team innovation performance through enhanced team team potency. Furthermore, environmental uncertainty moderates the relationship between team potency and innovation performance, indicating that high uncertainty amplifies the positive effects of potent teams. These findings provide both theoretical and practical implications: theoretically, they extend leadership and innovation research by integrating servant leadership and contextual contingencies; practically, they offer guidance for managers in fostering safe, empowered, and resilient teams capable of innovation under uncertain market conditions.

References

[1]. 1.AlMazrouei, H., Zacca, R. and Alfayez, N. (2020), “The impact of team potency and leadership member exchange on expatriate creative work involvement”, Journal of Global Mobility: The Home of Expatriate Management Research, Vol. 8 Nos 3/4, pp. 309-323. AlMazrouei, H., Zacca, R. and Alfayez, N. (2020), “The impact of team potency and leadership member exchange on expatriate creative work involvement”, Journal of Global Mobility: The Home of Expatriate Management Research, Vol. 8 Nos 3/4, pp. 309-323.

[2]. 2.Annur, A. F., & Wartini, S. (2024). Innovative Work Behaviour Based on Servant Leadership and Leader Member Exchange. In 9th International Conference on Business and Economy (pp. 76-82).

[3]. 3.Agarwal, U. A., & Anantatmula, V. (2021). Psychological safety effects on knowledge sharing in project teams. IEEE Transactions on Engineering Management, 70(11), 3876-3886.

[4]. 4.Amabile, T. M. (1996) ‘Creativity and Innovation in Organizations’, Harvard Business Review, 74(5), pp. 79-82.

[5]. 5.Amabile, T. M. (2018) Creativity in Context. Westview Press. https://doi.org/10.4324/9780429501234

[6]. 6.Amabile, T. M., Conti, R., Coon, H., Lazenby, J. and Herron, M. (1996) ‘Assessing the Work Environment for Creativity’, Academy of Management Journal, 39(5), pp. 1154-1184.

[7]. 7.Atrizka, D., & Pratama, I. (2022). The Influence of Organizational Leadership and Coaches on Indonesian Athletes' Adversity Quotient (Intelligence). Revista de Psicología del Deporte (Journal of Sport Psychology), 31(1), 88-97.

[8]. 8.Avolio, B. J., Walumbwa, F. O. and Weber, T. J. (2009) ‘Leadership: Current Theories, Research, and Future Directions’, Annual Review of Psychology, 60, pp. 421-449.

[9]. 9.Boadu, F., Du, Y., Xie, Y., & Dwomo-Fokuo, E. (2023). Is the correlation between knowledge sharing and firm innovation performance contingent on network trust and hierarchical culture? Evidence from the Chinese high-tech sector. International Journal of Technology Management, 92(3), 206-228.

[10]. 10.Canavesi, A. and Minelli, E., (2022). Servant leadership: a systematic literature review and network analysis. Employment Responsibilities and Rights Journal, 34(3), pp.267–289. doi:10.1007/s10672-021-09381-3. PMCID: PMC8476984.

[11]. 11.Carroll, J. R. (2022). The Effects of Team Potency, Leader Communication Frequency, and Goal Clarity on the Relationship between Servant Leadership and Team Performance: A Focus on the Fundraising Profession. Servant Leadership: Theory & Practice, 9(1), 4.

[12]. 12.Chen, X., Liu, Z. and Zhu, Q. (2018) ‘Performance evaluation of China’s high-tech innovation process: Analysis based on the innovation value chain’, Technovation, 74–75, pp. 42-53. doi: 10.1016/j.technovation.2018.02.009.

[13]. 13.Chiniara, M., & Bentein, K. (2016). Linking Servant Leadership to Individual Performance: Differentiating the Mediating Role of Autonomy, Competence and Relatedness Need Satisfaction. The Leadership Quarterly, 27, 124-141.

[14]. https://doi.org/10.1016/j.leaqua.2015.08.004

[15]. 14.Cohen, L., Manion, L. and Morrison, K. (2017) Research Methods in Education. Routledge.

[16]. 15.Creswell, J. W. (2014) Research Design: Qualitative, Quantitative, and Mixed Methods Approaches. Sage Publications.

[17]. 16.Cronbach, L. J. (1951) ‘Coefficient Alpha and the Internal Structure of Tests’, Psychometrika, 16(3), pp. 297-334.

[18]. 17.Damanpour, F. (1991) ‘Organizational Innovation: A Meta-Analysis of Effects of Determinants and Moderators’, Academy of Management Journal, 34(3), pp. 555-590.

[19]. 18.Datoo, M. S., Dicko, A., Tinto, H., Ouédraogo, J. B., Hamaluba, M., Olotu, A., ... & Valea, I. (2024). Safety and efficacy of malaria vaccine candidate R21/Matrix-M in African children: a multicentre, double-blind, randomised, phase 3 trial. The Lancet, 403(10426), 533-544.

[20]. 19.De Jong, J. P. J. and Den Hartog, D. N. (2007) ‘How Leaders Influence Employees' Innovative Behavior’, European Journal of Innovation Management, 10(1), pp. 41-64.

[21]. 20.Dillman, D. A., Smyth, J. D. and Christian, L. M. (2014) Internet, Phone, Mail, and Mixed-Mode Surveys: The Tailored Design Method. Wiley.

[22]. 21.Edmondson, A., (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2). First published June 1999. Available at: https://doi.org/10.2307/2666.

[23]. 22.Eva, N., Robin, M., Sendjaya, S., van Dierendonck, D., & Liden, R. C. (2019). Servant leadership: A systematic review and call for future research. Leadership Quarterly, 30(1), 111–132. https://doi.org/10.1016/j.leaqua.2018.07.004

[24]. 23.Erdogan, B., & Bauer, T. N. (2015). Leader-Member Exchange Theory: A Glimpse into the Future. In T. N. Bauer, & B. Erdogan (Eds.), The Oxford Handbook of Leader-Member Exchange (pp. 413-422). Oxford University Press.

[25]. https://doi.org/10.1093/oxfordhb/9780199326174.013.0023

[26]. 24.Evans, M. (1996) Leadership and Motivation: The Organizational Behavior Perspective. Boston: McGraw-Hill.

[27]. 25.Ehrhart, M. G., & Naumann, S. E. (2004). Organizational citizenship behavior in work groups: A group norms approach. Journal of Applied Psychology, 89, 960 –974. doi:10.1037/0021-9010.89.6.960

[28]. 26.Fan, C., Hu, M., Shangguan, Z., Ye, C., Yan, S., & Wang, M. Y. (2021). The drivers of employees’ active innovative behaviour in Chinese high-tech enterprises. Sustainability, 13(11), 6032.

[29]. 27.Greenleaf, R. K. (1977) Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness. New York: Paulist Press.

[30]. 28.Gupta, A. K. and Govindarajan, V. (2002) ‘Cultivating a culture of innovation’, Sloan Management Review, 43(4), pp. 37-46.

[31]. 29.Gong, Y., Zhang, P., Peng, K., & Zhang, X. (2025). Predicting team effectiveness in Chinese IT companies: development and validation of team processes and emergent states (TPES) scale. Chinese Management Studies.

[32]. 30.Guzzo, R.A. and Shea, G.P. (1992), “Group performance and intergroup relations in organizations”, in Dunnette, M.D. and Hough, L.M. (Eds), Handbook of Industrial and Organizational Psychology, Consulting Psychologists Press, pp. 269-313, available at: https://psycnet.apa.org/record/1993-97201-005

[33]. 31.Gully, S.M., Incalcaterra, K.A., Joshi, A. and Beaubien, J.M. (2002), “A meta-analysis of team-efficacy, potency, and performance: interdependence and level of analysis as moderators of observed relationships”, Journal of Applied Psychology, Vol. 87 No. 5, pp. 819-832, doi: 10.1037/0021-9010.87.5.819.

[34]. 32.Hair, J. F., Black, W. C., Babin, B. J., Anderson, R. E., & Tatham, R. L. (2019) Multivariate Data Analysis: A Global Perspective. Available at: https://www.pearson.com [Accessed 20 July 2024].

[35]. 33.Harrison, D. A., & Klein, K. J. (2007) ‘What’s the Difference? Diversity Constructs as Separation, Variety, or Disparity in Organizations’. Academy of Management Review, 32(4), pp. 1199-1228.

[36]. 34.Hassan, Z. A., & Raheemah, S. H. (2021). Servant Leadership and its Impact on the Effectiveness of Teamwork. Journal of Economics and Administrative Sciences, 27(129), 69-84.

[37]. 35.Harvard Business Review. (2009). Creativity and the role of intrinsic motivation in innovation.

[38]. 36.Hayes, A. F. (2017) Introduction to Mediation, Moderation, and Conditional Process Analysis: A Regression-Based Approach. Guilford Publications.

[39]. 37.Hofstede, G. (1980). Culture's Consequences: International Differences in Work-Related Values. Sage Publications.

[40]. 38.Hollander, E. P. (1992) ‘The Essential Interdependence of Leaders and Followers’. Current Directions in Psychological Science, 1(2), pp. 71-75.

[41]. 39.House, R. J., & Mitchell, T. R. (1974) ‘Path-Goal Theory of Leadership’. Journal of Contemporary Business, 3(4), pp. 81-97.

[42]. 40.House, R. J., Hanges, P. J., Javidan, M., Dorfman, P. W., & Gupta, V. (2004). Culture, leadership, and organizations: The GLOBE study of 62 societies. Sage Publications.

[43]. 41.Huang, Z., Sindakis, S., Aggarwal, S. & Thomas, L., (2022). The role of leadership in collective creativity and innovation: Examining academic research and development environments. Frontiers in Psychology, 13, 1060412. DOI: 10.3389/fpsyg.2022.1060412.

[44]. 42.Hunter, E. M., Neubert, M. J., Perry, S. J., Witt, L. A., Penney, L. M., & Weinberger, E. (2013). Servant leadership and helping behavior: The moderating roles of leader-member exchange and group member performance. Personnel Psychology, 66(2), 377-406.Edmondson, A. (2019). The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth. Wiley.

[45]. 43.Janis, I. L. (1982) Groupthink: Psychological Studies of Policy Decisions and Fiascoes. Houghton Mifflin.

[46]. 44.Jiang, X., & Wei, Y. (2024). Linking servant leadership to followers' thriving at work: self-determination theory perspective. Frontiers in Psychology, 15, 1384110.

[47]. 45.Jeong, S. (2022) ‘A Cross-Level Analysis of Organizational Knowledge Creation: How Do Transformational Leaders Interact with Their Subordinates’ Expertise and Interpersonal Relationships?’. Human Resource Development Quarterly, pp. 1–20.

[48]. 46.Kahn, W. A. (2018) ‘Understanding innovation. Business Horizons, 61(3). DOI: 10.1016/j.bushor.2018.01.011.

[49]. 47.Khattak, S. I., Khan, M. A., Ali, M. I., Khan, H. G. A., & Saeed, I. (2023). Relationship Between Servant Leadership, Leader-Member-Exchange, Organization Learning and Innovative Work Behavior: Evidence From High-Tech Firms. Sage Open, 13(4), 21582440231212267.

[50]. 48.Kleinknecht, A., & Mohnen, P. (2002) Innovation and Firm Performance: Econometric Explorations of Survey Data. Palgrave Macmillan.

[51]. 49.Keats, B. W., & Hitt, M. A. (1988). A causal model of linkages among environmental dimensions, macro organizational characteristics, and performance. Academy of Management Journal, 31(3), 570-598

[52]. 50.Kozlowski, S.W.J. and Ilgen, D.R., 2006. Enhancing the effectiveness of work groups and teams. Psychological Science in the Public Interest, 7(3), pp.77-124. DOI: 10.1111/j.1529-1006.2006.00030.x.

[53]. 51.Kyambade, M., Namuddu, R., Mugambwa, J., & Namatovu, A. (2024). Psychological safety and innovative work behavior: does socially responsible leadership matter?. SEISENSE Business Review, 4(1), 1-13.

[54]. 52.Kulachai, W., Pongnairat, K., Petchprasert, S. & Snitwongse, P., 2018. Servant Leadership: A Second-Order Confirmatory Factor Analysis. In Conference of the International Journal of Arts & Sciences, 11(1), Prague, Czech Republic.

[55]. 53.Lemoine, G. J., Hartnell, C. A., & Leroy, H. (2018) aking stock of moral approaches to leadership: An integrative review of ethical, authentic, and servant leadership. The Academy of Management Annals, 13(1). DOI: 10.5465/annals.2016.0121.

[56]. 54.Li, J., & Neeley, T. (2021). How psychological safety enables team performance during remote work. Harvard Business Review.

[57]. 55.Lester, S.W., Meglino, B.M. and Korsgard, M.A. (2002), “The antecedents and consequences of group potency: a longitudinal investigation of newly formed work groups”, Academy of Management Journal, Vol. 45 No. 2, pp. 352-368.

[58]. 56.Lee, W. R., Choi, S. B., & Kang, S. W. (2021). How leaders’ positive feedback influences employees’ innovative behavior: The mediating role of voice behavior and job autonomy. Sustainability, 13(4), 1901.

[59]. 57.Liden, R. C., Panaccio, A., Meuser, J. D., Hu, J., & Wayne, S. (2014). 17 Servant Leadership: Antecedents, Processes, and Outcomes. In D. V. Day (Ed.), The Oxford Handbook of Leadership and Organizations (pp. 357-379). Oxford University Press.

[60]. 58.Liden, R. C., Wayne, S. J., & Stilwell, D. (2008) ‘Servant Leadership: Development of a Multidimensional Measure and Multi-Level AssesHigh-tech companiesnt’. Leadership Quarterly, 19(2), pp. 161-177.

[61]. 59.Liden, R. C., Wayne, S. J., Zhao, H., & Henderson, D. (2008). Servant leadership: Development of a multidimensional measure and multilevel assessment. Leadership Quarterly, 19, 161–177. doi:10.1016/j.leaqua.2008.01.006

[62]. 60.Likert, R. (1932) 'A Technique for the Measurement of Attitudes', Archives of Psychology, 22

[63]. 61.Luca, H., & Atuahene-Gima, K. (2007) 'Market knowledge dimensions and cross-functional collaboration: examining the different routes to product innovation performance', Journal of Marketing, 71(1), pp. 95-112. doi: 10.1509/jmkg.71.1.95.

[64]. 62.Mitchell, R., Boyle, B., Parker, V., Giles, M., Chiang, V., & Joyce, P., 2015. Managing inclusiveness and diversity in teams: How leader inclusiveness affects performance through status and team identity. Human Resource Management, 54(2), pp.217-239. Available at: https://doi.org/10.1002/hrm.21658 [Accessed 2 August 2024].

[65]. 63.Mumford, M. D., Scott, G. M., Gaddis, B., & Strange, J. M. (2002) ‘Leading Creative People: Orchestrating Expertise and Relationships’. The Leadership Quarterly, 13(6), pp. 705-750.

[66]. 64.Mahembe, B., & Engelbrecht, A. S. (2013). The relationship between servant leadership, affective team commitment and team effectiveness. SA Journal of Human Resource Management, 11(1), 1-10.

[67]. 65.Muliati, L., Asbari, M., Nadeak, M., Novitasari, D., & Purwanto, A. (2022). Elementary school teachers performance: how the role of transformational leadership, competency, and self-efficacy?. International Journal of Social and Management Studies, 3(1), 158-166.

[68]. 66.Maynes, T. D., Podsakoff, P. M., Podsakoff, N. P., & Yoo, A. N. (2024). Harnessing the power of employee voice for individual and organizational effectiveness. Business Horizons, 67(3), 283-298.

[69]. 67.Naguib, H.M. & Abou Naem, A.E.-H.M., 2018. The impact of transformational leadership on organizational innovation. The International Journal of Social Sciences and Humanities Invention, 5(1), pp.4337-4343. Available at: https://doi.org/10.18535/ijsshi/v5i1.15 [Accessed 2 August 2024].

[70]. 68.Nahapiet, J. & Ghoshal, S. (1998) 'Social capital, intellectual capital, and the organizational advantage'. Academy of Management Review, 23(2), pp. 242-266.

[71]. 69.Naile, I. and Selesho, J.M., (2014). The role of leadership in employee motivation. Mediterranean Journal of Social Sciences, 5(3), pp.175-182. DOI: 10.5901/mjss.2014.v5n3p175.

[72]. 70.Nurjanah, A., & Ardyan, E. (2022). Open Innovation Strategies and SMEs' Performance: The Mediating Role of Eco-Innovation in Environmental Uncertainty. Management Systems in Production Engineering, 30(3). Nurjanah, A., & Ardyan, E. (2022). Open Innovation Strategies and SMEs' Performance: The Mediating Role of Eco-Innovation in Environmental Uncertainty. Management Systems in Production Engineering, 30(3).

[73]. 71.Statista (2024).Number of R&D projects carried out by high-tech Chinese companies in China in 2023, by industry. https://www.statista.com/statistics/234517/high-tech-research-and-development-projects-in-china/.

[74]. 72.Lin, S. (2024). China’s high-tech manufacturing sector profits up 6.3% y-o-y in Jan-Sep, showing resilience: NBS. =High-tech%20manufacturing%20profits%20contributed,the%20Global%20Times%20on%20Sunday.

[75]. 73.Neubert, M.J., Kacmar, K.M., Carlson, D.S., and Chonko, L.B., (2008). Regulatory focus as a mediator of the influence of initiating structure and servant leadership on employee behavior. Journal of Applied Psychology, 93(6), pp.1220-1233. doi:10.1037/a0012695.

[76]. 74.Neuman, W. L. (2014) Social Research Methods: Qualitative and Quantitative Approaches. Pearson.

[77]. 75.Newman, A., Donohue, R., & Eva, N. (2017). Psychological safety: A systematic review of the literature. Human Resource Management Review, 27(3), 521–535. https://doi.org/10.1016/j.hrmr.2017.01.001

[78]. 76.Newman, A., Donohue, R., & Eva, N. (2017). Psychological safety: A systematic review of the literature. Human Resource Management Review, 27(3), 521-535.

[79]. 77.Newman, A., Schwarz, G., Cooper, B. and Sendjaya, S., (2017). How servant leadership influences organizational citizenship behaviour: The roles of LMX, empowerment, and proactive personality. Journal of Business Ethics, 145(1), 49–62. https://doi.org/10.1007/s10551-015-2827-6

[80]. 78.Northouse, P. G. (2018) Leadership: Theory and Practice. 8th ed. Thousand Oaks, CA: Sage Publications.

[81]. 79.Nunnally, J. C. and Bernstein, I. H. (1994) Psychometric Theory. McGraw-Hill.

[82]. 80.Nusair, K., Ababnesh, M., & Bae, S. Y. (2012) ‘The Impact of Leadership on Organizational Success: A Comparative Analysis’. Journal of Management and Marketing Research, 12, pp. 1-12.

[83]. 81.O'Sullivan, D., & Dooley, L. (2008) Applying Innovation. New York: Sage Publications.

[84]. 82.Owens, B. P. and Hekman, D. R. (2016) How does leader humility influence team performance? Exploring the mechanisms of contagion and collective promotion focus. Academy of Management Journal, 59(3), 1088–1111. https://doi.org/10.5465/amj.2013.0660.

[85]. 83.Page, S.E. (2007) The difference: How the power of diversity creates better groups, firms, schools, and societies. Princeton University Press.

[86]. 84.Patton, M. Q. (2015). Qualitative Research & Evaluation Methods: Integrating Theory and Practice. Sage Publications.

[87]. 85.Peykar, P. (2024). The Relationship Between Servant Leadership, Supportive Work Environment, and Tech Employees' Mental Well-Being.

[88]. 86.Patil, R., Raheja, D. K., Nair, L., Deshpande, A., & Mittal, A. (2023). The power of psychological safety: investigating its impact on team learning, team efficacy, and team productivity. The Open Psychology Journal, 16(1).

[89]. 87.Podsakoff, P. M., Ahearne, M., & Mackenzie, S. B. (1997). Organizational citizenship behaviour and the quantity and quality of work group performance. Journal of Applied Psychology, 82(2), 262–270. https://doi.org/10.1037/0021-9010.82.2.262

[90]. 88.Paulus, P.B., Brown, V.R. & Williams, C.A. (2002) 'Enhancing the creativity of groups'. In: M.A. West & J.L. Farr (eds.) Innovation and creativity at work. Wiley, pp. 14-33.

[91]. 89.Presser, S., Couper, M. P., Lessler, J. T., Martin, E., Rothgeb, J. M. and Singer, E. (2004) Methods for Testing and Evaluating Survey Questionnaires. Wiley.

[92]. 90.Ren, L., & Shen, H. (2024). The relationship between servant leadership and team innovation performance: Mediating effect of self-efficacy. Heliyon, 10(6).

[93]. 91.Roberson, Q.M. (2006) 'Disentangling the effects of diversity on team performance: The role of team member organizational citizenship behavior'. Academy of Management Journal, 49(1), pp. 19-27.

[94]. 92.Rumanti, A.A., Rizana, A.F. and Achmad, F., (2023). Exploring the role of organizational creativity and open innovation in enhancing HIGH-TECH COMPANIES performance. Journal of Open Innovation: Technology, Market, and Complexity, 9(2), p.100045.

[95]. 93.Sousa, M., & van Dierendonck, D. (2017). Servant leadership and the effect of the interaction between humility, action, and hierarchical power on follower engagement. Journal of Business Ethics, 141(1), 13–25. https://doi.org/10.1007/s10551-015-2725-y

[96]. 94.Spitzmuller, M., Van Dyne, L., & Ilies, R. (2008). Organizational citizenship behavior: A review and extension of its nomological network. In J. Barling & C. L. Cooper (Eds.), The SAGE handbook of organizational behavior: Micro approaches (pp. 106–123). Sage.

[97]. 95.Sun, R., Li, S. W., & Liu, W. (2022). Linking organizational emotional capability to innovation performance in high‐tech innovating firms. Asia Pacific Journal of Human Resources, 60(3), 532-561.

[98]. 96.Salojärvi, H., Ritala, P., Sainio, L.-M., & Saarenketo, S.(2015). Synergistic effect of technology and customer relationship orientations: consequences for market performance. Journal of Business & Industrial Marketing, 30(5), 511-520. doi: 10.1108/jbim-07-2012-0120

[99]. 97.Shivhare, A. (2025). Unlocking Creativity within Cognitively Diverse Teams in High-technology Firms-A Social Cognitive Theory Perspective. Sensemaking, Reflexivity & Sensibility, 60(3), 433.

[100]. 98.Tsareva, S. A., & Tsarev, Y. V. (2025). Risk management in the environmental management system of an oil refinery. Journal of Degraded and Mining Lands Management, 12(2), 7369-7377.

[101]. 99.Tohidi, H. and Jabbari, M.M., (2012). Innovation as a success key for organizations. Procedia Technology, 1, pp.560-564. DOI: 10.1016/j.protcy.2012.02.122.

[102]. 100.Tsai, W. & Roco, M.C. (1995) 'Managing research and development diversity'. Research Policy, 24(4), pp. 563-573.

[103]. 101.Tsai, W. & Tsai, M. (2007) 'Innovation and risk-taking in the workplace: The role of servant leadership'. Academy of Management Perspectives, 21(4), pp. 115-128.

[104]. 102.Van Dierendonck, D., (2011). Servant leadership: A review and synthesis. Journal of Management, 37(4), pp.1228-1261.

[105]. 103.van Dierendonck, D., Sousa, M., Gunnarsdóttir, S. and Bobbio, A., 2017. The cross-cultural invariance of the servant leadership survey: A comparative study across eight countries. Administrative Sciences, 7(2), p.8. DOI: 10.3390/admsci7020008.

[106]. 104.Van Knippenberg, D. and Schippers, M. C. (2007) 'Work Group Diversity', Annual Review of Psychology, 58, pp. 515-541.

[107]. 105.van Knippenberg, D., De Dreu, C.K.W. & Homan, A.C. (2004) 'Work group diversity and group performance: An integrative model and research agenda'. Journal of Applied Psychology, 89(6), pp. 1008-1024.

[108]. 106.Van Teijlingen, E. and Hundley, V. (2001) 'The Importance of Pilot Studies', Social Research Update, 35, pp. 1-4.

[109]. 107.Vera, D., & Crossan, M., 2004. Strategic leadership and organizational learning. Academy of Management Review, 29(2), pp.222-240.

[110]. 108.Vroom, V. H., & Jago, A. G. (2007) The Role of the Situation in Leadership. American Psychologist, 62(1), pp. 17-24.

[111]. 109.Walumbwa, F.O., Avolio, B.J., Gardner, W.L., Wernsing, T.S. and Peterson, S.J., (2010). Authentic leadership: Development and validation of a theory-based measure. Journal of Management, 34(1), pp.89-126.

[112]. 110.Wen, T. Y., San Ong, T., Daud, Z. B. M., & Muhamad, H. B. (2023). Environmental Uncertainty and Performance of Chinese Public Universities.

[113]. 111.West, M. A. (2002) West, M.A., 2002. Sparkling fountains or stagnant ponds: An integrative model of creativity and innovation implementation in work groups. Applied Psychology, 51(3), pp.355-387. DOI: 10.1111/1464-0597.00951.

[114]. 112.West, M. A. (2002). Sparkling fountains or stagnant ponds: An integrative model of creativity and innovation implementation in work groups. Applied Psychology, 51(3), 355-387.

[115]. 113.Wang, Y., & Feng, H. (2012). Customer relationship management capabilities Measurement, antecedents and conseque. Management Decision, 50(1), 115-129. doi:10.1108/00251741211194903

[116]. 114.West, M. A. and Farr, J. L. (1990) 'Innovation at Work: Psychological Perspectives', in West, M. A. and Farr, J. L. (eds.) Innovation and Creativity at Work: Psychological and Organizational Strategies. Wiley, pp. 1-8.

[117]. 115.Walumbwa, F. O., Hartnell, C. A., & Oke, A. (2010). Servant leadership, procedural justice climate, service climate, employee attitudes, and organizational citizenship behavior: A cross-level investigation. Journal of Applied Psychology, 95, 517–529. doi:10.1037/a0018867

[118]. 116.Williams, K.Y. & O’Reilly, C.A. (1998) 'Demography and diversity in organizations: A review of 40 years of research'. Research in Organizational Behavior, 20, pp. 77-140.

[119]. 117.Wong, P. T. P., & Davey, D. (2022) ‘Servant Leadership and its Impact on Organizational Outcomes’. ‘Leadership & Organization Development Journal, 43(1), pp. 18-32.

[120]. 118.XIAOHONG, M. (2023). The Effect of High-Performance Work Systems on Employee’s Intrapreneurial and Taking Charge Behavior: Organizational Identification as a Mediator (Doctoral dissertation, 조선대학교 대학원).

[121]. 119.Xiao, L., & Ramsden, M. (2016) ‘Founder Expertise, Strategic Choices, Formation, and Survival of High-tech companiesin China: A Resource-Substitution Approach’. Journal of Small Business Management, 54(3), pp. 892-911. doi: 10.1111/jsbm.12230.

[122]. 120.Xue, Y., Bradley, J., & Liang, H. (2011). Team climate, empowering leadership, and knowledge sharing. Journal of Knowledge Management, 15(2), 299–312. https://doi.org/10.1108/13673271111119709.



21 Woodlands Close #02-10, Primz Bizhub,Postal 737854, Singapore

Email:editorial_office@as-pub.com