From Motivation and Leadership to Creativity: The Mediating Role of Work Engagement among Food and Beverage Employees
Keywords:
Humble Leadership, Intrinsic Motivation, Work Engagement, Creative Performance
Abstract
The food and beverage (F&B) sector faces increasingly dynamic competitive pressures as consumer preferences continue to shift rapidly. In this environment, organizations are required to enhance employees’ creative performance as a strategic means of sustaining competitive advantage. Leadership is therefore essential because it influences employees’ attitudes, motivation, and workplace behaviors that support creativity. This study examines the linkages among humble leadership, intrinsic motivation, work engagement, and creative performance among employees working in food and beverage companies located in Citra Raya, Cikupa, Tangerang Regency, Indonesia. A quantitative approach was applied through a survey-based research design. Data were obtained from 70 employees using a structured questionnaire and were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM). The results reveal that humble leadership has a positive and significant effect on intrinsic motivation, work engagement, and creative performance. The findings also show that intrinsic motivation significantly improves both work engagement and creative performance, while work engagement significantly contributes to employees’ creative performance. These findings indicate that humble leadership functions as an important organizational resource by strengthening employees’ internal motivation and engagement with their work, which in turn supports higher levels of creative performance. Theoretically, this study broadens the application of Self-Determination Theory by offering empirical evidence on the connections between leadership, intrinsic motivation, work engagement, and employee creativity. From a practical standpoint, the results emphasize the need for organizations to develop humble leadership practices that foster a supportive work climate, encourage motivation and engagement, and promote employee creativity, thereby improving competitiveness within the food and beverage industry.
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Carmeli, A., Gelbard, R., & Reiter‐Palmon, R. (2013a). Leadership, creative problem‐solving capacity, and creative performance: The importance of knowledge sharing. Human Resource Management, 52(1), 95–121.
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Deci, E. L., Olafsen, A. H., & Ryan, R. M. (2017). Self-Determination Theory in Work Organizations: The State of a Science. Annual Review of Organizational Psychology and Organizational Behavior, 4, 19–43. https://doi.org/10.1146/annurev-orgpsych-032516-113108
Delaney, M. L., & Royal, M. A. (2017). Breaking Engagement Apart: The Role of Intrinsic and Extrinsic Motivation in Engagement Strategies. Industrial and Organizational Psychology, 10(1), 127–140. https://doi.org/10.1017/iop.2017.2
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Hair, J., Hollingsworth, C. L., Randolph, A. B., & Chong, A. Y. L. (2017). An updated and expanded assessment of PLS-SEM in information systems research. Industrial Management and Data Systems, 117(3), 442–458. https://doi.org/10.1108/IMDS-04-2016-0130
Hair, J., Sarstedt, M., Hopkins, L., & Kuppelwieser, V. G. (2014). Partial least squares structural equation modeling (PLS-SEM): An emerging tool in business research. European Business Review, 26(2), 106–121. https://doi.org/10.1108/EBR-10-2013-0128
Henseler, J., Ringle, C. M., & Sarstedt, M. (2015). A new criterion for assessing discriminant validity in variance-based structural equation modeling. Journal of the Academy of Marketing Science, 43(1), 115–135.
Jensen, U. T., & Bro, L. L. (2018). How transformational leadership supports intrinsic motivation and public service motivation: The mediating role of basic need satisfaction. The American Review of Public Administration, 48(6), 535–549.
Jeung, C. W., & Yoon, H. J. (2016). Leader humility and psychological empowerment: investigating contingencies. Journal of Managerial Psychology, 31(7), 1122–1136. https://doi.org/10.1108/JMP-07-2015-0270
Juyumaya, J., & Torres, J. P. (2023). Effects of transformational leadership and work engagement on managers’ creative performance. Baltic Journal of Management, 18(1), 34–53.
Kempa, S., & Eric, S. (2020). Creative Performance: Dampak Work Environment dan Creative Self Efficacy. JRMSI: Jurnal Riset Manajemen Sains Indonesia, 11(2), 282–299.
Koencoro et al. (2013). Strategi Pengembangan Sumber Daya Manusia Dalam Meningkatkan Kinerja Karyawan Pada Coffee Shop Cerita Kopi Tanjungpinang. Prosiding SEMINALU, 135–140. http://prosiding.unipar.ac.id/index.php/seminalu
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Min, W., Xu, H., Jiuping, X., Hong, Y., & Kan, S. (2007). Comparative study of transactional, transformational, andpaternalistic leadership behaviors and leadership mechanism. Science Research Management, 28(3), 169.
Mohamed El-sayed, S., & Nasser Rayan, H. (2024). Humble Leadership And its Influence on Innovative Work Behavior Among Staff Nurses. Egyptian Journal of Health Care, 15(2), 2039–2048. https://doi.org/10.21608/ejhc.2024.443538
Mussagulova, A., & Demircioglu, M. A. (2022). What affects the turnover intention of civil servants: Evidence from Bhutan. Australian Journal of Public Administration, 82(3), 325–345.
Mussagulova, A., & Demircioglu, M. A. (2023). What affects the turnover intention of civil servants: Evidence from Bhutan. Australian Journal of Public Administration, 82(3), 325–345.
Nguyen Hoang Kim. (2025). The roles of public service motivation and humble leadership in promoting work engagement among healthcare professionals. Journal of Public Health and Development, 23(1), 102–118. https://doi.org/10.55131/jphd/2025/230108
Nurikhsan, F. (2019). Fenomena coffe shop di kalangan konsumen remaja. Widya Komunika, 9(2), 137–144.
Oldham, G. R. (1996). EMPLOYEE CREATIVITY : PERSONAL AND CONTEXTUAL FACTORS AT WORK. 39(3), 607–635.
Oldham, G. R., & Cummings, A. (1996). Employee creativity: Personal and contextual factors at work. Academy of Management Journal, 39(3), 607–634.
Ou, A. Y., Tsui, A. S., Kinicki, A. J., Waldman, D. A., Xiao, Z., & Song, L. J. (2014). Humble chief executive officers’ connections to top management team integration and middle managers’ responses. Administrative Science Quarterly, 59(1), 34–72.
Owens, B. P., & Hekman, D. R. (2012). Modeling how to grow: An inductive examination of humble leader behaviors, contingencies, and outcomes. Academy of Management Journal, 55(4), 787–818. https://doi.org/10.5465/amj.2010.0441
Owens, B. P., & 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
Owens, B. P., Johnson, M. D., & Mitchell, T. R. (2013). Expressed humility in organizations: Implications for performance, teams, and leadership. Organization Science, 24(5), 1517–1538. https://doi.org/10.1287/orsc.1120.0795
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Published
2026-07-15
How to Cite
Andiyana, E., Nindya Cahyani, Sumaryo, & Andrean Eko Haryoko. (2026). From Motivation and Leadership to Creativity: The Mediating Role of Work Engagement among Food and Beverage Employees. International Journal of Economics, Business and Innovation Research, 5(04), 4211-4234. https://doi.org/10.63922/ijebir.v5i04.5274
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