Social Psychology of Organizations

The Effects of Personal and Contextual Characteristics on Creativity: Where Should We Go from Here?

Synthesizing theories of leadership, empowerment, and creativity, this research built and tested a theoretical model linking empowering leadership with creativity via several intervening variables. Using survey data from professional employees and their supervisors in a large information technology company in China, we found that, as anticipated, empowering leadership positively affected psychological empowerment, which in turn influenced both intrinsic motivation and creative process engagement. These latter two variables then had a positive influence on creativity. Empowerment role identity moderated the link between empowering leadership and psychological empowerment, whereas leader encouragement of creativity moderated the connection between psychological empowerment and creative process engagement.

Linking Empowering Leadership and Employee Creativity: The Influence of Psychological Empowerment, Intrinsic Motivation, and Creative Process Engagement

Using data from two different firms, this study tested a new construct, creative self-efficacy, tapping employees' belief) that they can be creative in their work roles. Results support the discriminant validity of the construct and indicate that job tenure, job self-efficacy, supervisor behavior, and job complexity contribute to creative efficacy beliefs. Creative self-efficacy also predicted creative performance beyond the predictive effects of job self-efficacy. Differences in results between white-collar and blue-collar samples suggest considerations for both theory and practice.

https://www.jstor.org/stable/pdfplus/3069429.pdf

Creative Self-Efficacy: Its Potential Antecedents and Relationship to Creative Performance

https://bura.brunel.ac.uk/bitstream/2438/10379/1/Fulltext.pdf

Innovation and Creativity in Organizations A State-of-the-Science Review, Prospective Commentary, and Guiding Framework

Creativity is becoming a topic of ever-increasing interest to organizational managers. Thus, there is a need for a greater understanding of the dynamics between the personal and contextual factors responsible for creative performance in work settings. In particular, there is a need to identify the role of leadership for creativity. Until now, creativity studies have examined leadership and employee characteristics from a single-domain perspective. Data from 191 R&D employees of a large chemical company were used to test a multidomain, interactionist creativity model of employee characteristics, leader characteristics, and Leader-Member Exchange (LMX). Results suggest that employee intrinsic motivation and cognitive style, LMX, the interactions between employee intrinsic motivation and leader intrinsic motivation, and between LMX and employee cognitive style relate to employee creative performance as measured by supervisor ratings, invention disclosure forms, or research reports. Implications for practicing managers and research on leadership and creativity are discussed.

An examination of leadership and employee creativity: the relevance of traits and relationships

Building from an established framework of self-efficacy development, this study provides a longitudinal examination of the development of creative self-efficacy in an ongoing work context. Results show that increases in employee creative role identity and perceived creative expectation from supervisors over a 6-month time period were associated with enhanced sense of employee capacity for creative work. Contrary to what was expected, employees who experienced increased requirements for creativity in their jobs actually reported a decreased sense of efficaciousness for creative work. Results show that increases in creative self-efficacy corresponded with increases in creative performance as well.

Creative self-efficacy development and creative performance over time.

This study tests a model of creative role identity for a sample of Taiwanese employees. Results showed creative role identity was predicted by perceived coworker creativity expectations, self-views of creative behaviors, and high levels of exposure to U.S. culture. Creativity was highest when a strong creative role identity was paired with perceptions that the employing organization valued creative work. Implications for managers and future creativity research are discussed.

Employee Creativity in Taiwan: An Application of Role Identity Theory

http://journals.sagepub.com/doi/pdf/10.1016/j.jm.2002.12.001

Pamela Tierney

Papers

Creative Self-Efficacy: Its Potential Antecedents and Relationship to Creative Performance

An examination of leadership and employee creativity: the relevance of traits and relationships

Creative self-efficacy development and creative performance over time.

Employee Creativity in Taiwan: An Application of Role Identity Theory

The Pygmalion Process and Employee Creativity