An Employee Creativity Model for Facing the Management Revolution

The management revolution exerts significant pressure on employees that necessitates
increased creative innovation. This study examines how burnout, work engagement, and challenge stressors affect creativity. We employ a descriptive method focusing on causeand-effect relationships, applying a quantitative approach. Data collection involved distributing questionnaires to 983 respondents, including 335 direct supervisors and 648 employees in companies experiencing a management revolution. The study analyzes the data using hierarchical regression and bootstrap analysis. The findings reveal that work fatigue and engagement are mediating variables and positively correlate challenge stressors with employee creativity. Core self-evaluation (CSE) and servant leadership function as moderating variables in the relationship between challenge stressors, work engagement, and burnout. This research contributes empirical evidence for determining alternatives to enhance employee creativity by examining challenge stressors, work engagement, CSE, work fatigue, and servant leadership as determinants when facing management revolution.

Keywords: employee creativity, work engagement, core self-evaluation, servant leadership.

Received 1 April 2023 | Revised 2 July 2023 | Accepted 23 August 2023.