中国文化中的智慧结构探析

智慧的德才一体理论将智慧定义为个体在其智力与知识的基础上,经由经验与练习习得的一种德才一体的综合心理素质,主张智慧在本质上是良好品德与聪明才智的合金。基于智慧德才一体理论智慧结构的构想,通过实证方法探析中国文化中的智慧结构,结果表明:智慧是一个多层次、多维度的结构,由二阶二因素一阶六因素构成,两个二阶因素分别是聪明才智与良好品德,六个一阶因素分别是:中常智力、创造思维、渊博知识以及善良动机、善良效果、善良手段。六个因素相辅相成,互为补充。     

What is the common thread of creativity? Its dialectical relation to intelligence and wisdom

Creativity refers to the potential to produce novel ideas that are task-appropriate and high in quality. Creativity in a societal context is best understood in terms of a dialectical relation to intelligence and wisdom. In particular, intelligence forms the thesis of such a dialectic. Intelligence largely is used to advance existing societal agendas. Creativity forms the antithesis of the dialectic, questioning and often opposing societal agendas, as well as proposing new ones. Wisdom forms the synthesis of the dialectic, balancing the old with the new. Wise people recognize the need to balance intelligence with creativity to achieve both stability and change within a societal context.     

The Case for integrated intelligence

In this article I develop a case for a theory of intelligence incorporating transpersonal dimensions, namely integrated intelligence. Some recent expanded theories of intelligence move into concepts like creativity, wisdom, and emotional intelligence. Yet they remain embedded within mainstream intelligence theory and its reductionist and materialist presuppositions. Although various theorists in consciousness theory have developed transpersonal models that are beginning to be discussed in some mainstream circles, mainstream intelligence theory is yet to address the broader implications of this. Recent changes in the global economy and the needs of populations have created a need for an expanded theory of intelligence, and more intuitive thinking.     

What's Wrong with Creativity Testing?

Creativity testing as it is now done is often based on a defective assumption that different kinds of creativity can be compressed into a single unidimensional scale. There is no reason to believe that the different kinds of creativity represent, simply, different amounts of a single unidimensional construct. The article shows how three different ways of viewing creativity lead to different ways of measuring creativity, all at variance with current unidimensional models. The point of view presented here does not suggest that current creativity tests are invalid, but rather, that care must be taken in the nature of claims made for them. Moreover, many of the same arguments could be applied to the measurement of intelligence and even wisdom as well.     

Motivated or Demotivated to Be Creative: The Role of Self‐Regulatory Focus in Transformational and Transactional Leadership Processes

Numerous studies have recognised the importance of transformational leadership style for encouraging employees’ creativity. Self‐regulation studies have highlighted the influence of a promotion focus on employees’ creative behaviours. Yet both leadership and self‐regulation theories have paid less attention to the role transactional leadership style and situational prevention regulatory focus may play in affecting employees’ creativity. In this article we present a theoretical model which examines transformational and transactional leadership styles and both promotion and prevention situational self‐regulatory focus (SRF). The model suggests that while transformational leadership promotes creativity, at least partially by enhancing follower's situational promotion SRF, transactional leadership style (transactional active) is aligned with followers’ prevention situational SRF, which is associated with leaders’ hindering of followers’ creativity. Findings from two studies, an experimental study (N = 189) and a field study (N = 343 employees and 75 managers), support this model, showing that the relationship between different types of leadership and creativity are more complex than previously regarded. The theoretical and practical implications are discussed.     

Differential effects of cognitive inhibition and intelligence on creativity

There are different conceptions about how cognitive inhibition is related to creativity. Creativity has either been associated with effective inhibition, or with disinhibition, or with an adaptive engagement of inhibition. In this study, we examined the relationship of cognitive inhibition, assessed by means of the random motor generation task, with different measures of creativity. We also analyzed whether this relation is mediated by intelligence. We generally found a positive correlation of inhibition and creativity measures. Moreover, latent variable analyses indicate that inhibition may primarily promote the fluency of ideas, whereas intelligence specifically promotes the originality of ideas. These findings support the notion that creative thought involves executive processes and may help to better understand the differential role of inhibition and intelligence in creativity.     

Moderators of the Relationship Between Leadership Style and Employee Creativity: The Role of Task Novelty and Personal Initiative

Transformational leadership is supposed to enhance employees' creativity. However, results of meta-analytic research on the relationships between transformational leadership and creativity fell short of expectations. In addition, the coefficients showed a huge variability. In this study, it was argued that relevant task and employee characteristics have been neglected in previous research. The benefit of transformational leadership may be limited in a context with routine tasks. Therefore, the moderating effects of task novelty and personal initiative on the relationship between transformational and transactional leadership and creativity were examined. In an experimental setting, 241 undergraduate students were instructed to act like a trainee of a management consulting company and to generate ideas. The results largely supported the hypotheses. Transformational leadership led to higher creativity than transactional leadership, and high task novelty produced higher creativity than low task novelty. As predicted, the effect of transformational leadership on creativity was stronger when task novelty was high than when task novelty was low. Moreover, the effect of transformational leadership was higher when persons were high in personal initiative than when they were low in personal initiative, indicating that the influence of transformational leadership depends on task and follower characteristics. Implications for practice and future research are discussed.     

Creativity from Start to Finish: A “Straight-A” Model of Creative Process and Its Relation to Intelligence

This article describes a “straight-A” model of the creative process. It characterizes the creative process in five overlapping phases, with the variables most affecting those phases characterized as: (1) activators, (2) abilities, (3) amplifiers, (4) appeal to audience, and (5) assessment by audience. The creative process does not complete itself often, in part because all five phases rarely work in the right direction. For example, at Phase 1, there are deactivators as well as activators and at Phase 3, there are attenuators of creativity as well as amplifiers. I further discuss in the article the implications of the model for the relation between creativity and intelligence. In particular, whereas aspects of intelligence (according to the triarchic theory of successful intelligence) involve some degree overlap among creative, analytical, and practical skills, true creativity involves a true conjunction of these skills and is therefore much rarer.     

Getting What's New from Newcomers: Empowering Leadership,Creativity, and Adjustment in the Socialization Context

Researchers consistently argue that organizations need to generate creative ideas to ensure long‐term success and survival. One possible solution for increasing creativity is to inject “fresh blood” into the organization by hiring new employees. However, past work suggests there may be a number of impediments that stifle newcomer creativity and, further, that encouraging newcomer creativity may compromise other adjustment outcomes. Accordingly, the present research examines how empowering leaders, in conjunction with contextual and relational factors (i.e., organizational support for creativity and newcomers' trust in leaders), facilitate newcomer creativity. Study 1 indicates that empowering leadership positively predicts newcomer creativity and that this relationship is contingent on the organizational context. Study 2 reveals that a more specific and proximal contextual socialization factor–newcomers' trust in leaders–is a more potent moderator than organizational support for creativity. Further, these predictors operate through creative process engagement to influence creativity. Finally, results indicate positive links between empowering leadership and role clarity, attachment, and task performance, suggesting that empowering leadership may serve as an important, albeit overlooked, socialization tactic.     

Recognizing creative leadership: Can creative idea expression negatively relate to perceptions of leadership potential?

Drawing on and extending prototype theories of creativity and leadership, we theorize that the expression of creative ideas may diminish judgments of leadership potential unless the charismatic leadership prototype is activated in the minds of social perceivers. Study 1 shows that creative idea expression is negatively related to perceptions of leadership potential in a sample of employees working in jobs that required creative problem solving. Study 2 shows that participants randomly instructed to express creative solutions during an interaction are viewed as having lower leadership potential. A third scenario study replicated this finding showing that participants attributed less leadership potential to targets expressing creative ideas, except when the “charismatic” leader prototype was activated. In sum, we show that the negative association between expressing creative ideas and leadership potential is robust and underscores an important but previously unidentified bias against selecting effective leaders.     

The Relationship Between Creativity and Intelligence: A Combined Yogic-Scientific Approach

ABSTRACT

Three ancient yogic philosophies, describing the evolution of cognitive–affective phenomena toward the nondual state of yoga, or union, (e.g., dissolution of the subject–object dichotomy) couple with empirical studies to redefine, and expand, existing constructs for, and relationship between, creativity and intelligence. The Ocean Model addresses the integration of novelty, appropriateness, and authenticity in creative endeavor with intelligence: the intrinsic factors being recognition, informational limitation, choice, and selective adaptation to the environment. Creativity and intelligence are described in three increasingly subtle states, crystallized, fluid, and vacuous, which are influenced by the psychological interplay of dispassion (vairāgya) and discrimination (viveka) at variegated levels. It is argued that the key difference between intelligence and creativity lies in the nature of intention: whether limited or, transcendent. A 9-module matrix is developed to map variations in the expanded creativity–intelligence relationship. Suggestions for empirically testing the Ocean Model are further supported by studies of empathy and wisdom. A unique method to test dispassion, involving ambivalent character traits and their relationship to psychological integration, is presented.     

Positive Psychological States and Employee Creativity: The role of Ethical Leadership

This study explores a new theoretical model of employee creativity by investigating the impact of ethical leadership on creativity mediated by creative self-efficacy and psychological safety. Data collected from 200 supervisor–subordinate dyads in Pakistan reveal that ethical leadership is positively related to creativity. Further, psychological safety partially mediates the relationship between ethical leadership and creativity. However, creative self-efficacy is found insignificant in the relationship between ethical leadership and creativity. The study discusses research and practical implications of the proposed new theoretical framework with regard to employee creativity.     

Different roles of shared and vertical leadership in promoting team creativity: Cultivating and synthesizing team members’ individual creativity

Drawing on the componential model of creativity (Amabile), we examined how shared leadership and a formally appointed leader's transformational leadership jointly cultivate team creativity in two studies. We conducted an experiment with a sample of 109 undergraduate students (32 teams) enrolled in a business plan competition (Study 1) and a field survey based on multisource, time-lagged data collected from 251 full-time employees working on 64 research and development teams (Study 2). The results from both studies revealed that shared leadership enhanced team members’ individual creative self-efficacy and individual creativity, which in turn improved team creativity. Moreover, the results from Study 2 showed that a formally appointed leader's use of different transformational leadership behaviors had different impacts on individual and team creativity. Individual-focused transformational leadership strengthened the positive effect of shared leadership on team members’ average individual creativity, whereas group-focused transformational leadership facilitated the translation of teams with high average individual creativity into teams with high levels of team creativity. The theoretical and practical implications of the findings are discussed.     

伦理型领导如何影响员工创造力:心理安全感与关系的作用

基于认知评价理论,以配对的328组员工为样本,探讨了伦理型领导与员工创造力的关系,及心理安全感、上下级关系在这一关系中的作用。结论:伦理型领导与员工心理安全感正相关;上下级关系与伦理型领导的交互作用强化了员工的心理安全感;心理安全感中介了伦理型领导对员工创造力的影响;上下级关系调节了心理安全感对伦理型领导与创造力关系间的中介作用。     

Authoritarian–benevolent Leadership and its Effect on Graduate Student Creativity: The Mediating Role of Intrinsic Motivation

Despite numerous studies demonstrating that authoritarian leadership and benevolent leadership exert incompatible influence on an individual’s creativity, the combined effects of authoritarian leadership and benevolent leadership on an individual’s creativity and the related mechanisms have yet to be explained. This study tests a model that considers the combined effects of authoritarian and benevolent leadership on graduate student creativity in the universities in China, while also examining the mediating role of the intrinsic motivation of graduate students. Multisource data were collected from 297 graduate students in 60 university scientific research teams in China. The results show that when authoritarian leadership and benevolent leadership are in congruence, the intrinsic motivation of graduate students and their creativity increase as supervisor authoritarianism and benevolence increases. When authoritarian leadership and benevolent leadership are in discrepancy, the intrinsic motivation of graduate students is higher when low supervisor authoritarianism is combined with high benevolence; however, the findings also show that low authoritarian leadership combined with high benevolent leadership would not increase graduate student creativity. The relationship between authoritarian–benevolent leadership and graduate student creativity is partially mediated by intrinsic motivation. The theoretical and practical implications of the results are discussed.     

大学生智慧内隐认知的实验研究

以55名大学生为被试,采用内隐联想测验(IAT)和单类内隐联想测验(SC-IAT)测量被试对智慧的内隐认知.实验1中,被试对人慧者与良好道德人文素质属性词联结以及物慧者与良好智力思维素质属性词联结的反应速度更快,表明大学生存在人慧者更具备良好道德人文素质和物慧者更具备良好智力思维素质的内隐认知取向;实验2中,被试对智慧者与良好德智属性词联结比愚蠢者与良好德智属性词联结的反应速度更快,表明大学生存在智慧者更兼备良好道德人文素质与良好智力思维素质的内隐认知取向.两项实验中,被试智慧内隐认知效应的性别与专业差异显著.综合两项实验表明,智慧是良好道德人文素质与良好智力思维素质的有机结合;学习与经验影响大学生对智慧的内隐认知.     

家长式领导对多层面创造力的作用机制

作为一种具有中国文化特色的领导模式, 家长式领导对多层面的创造力均有显著影响。基于对以往实证研究的分析, 文章针对家长式领导及其维度与多层面创造力之间的直接关系、交互效应、调节效应与作用机制等问题进行了梳理与阐述, 构建了“家长式领导影响员工及团队创造力的作用机制”模型; 进而指出, 家长式领导对员工创造力的作用受到工作情境、个体因素的调节效应并有赖于个体心理认知和社会关系的中介作用, 它还以团队认知和团队互动为中介作用于团队创造力。未来研究应努力拓展研究层次, 丰富研究方法, 并从跨文化视角系统探索家长式领导对多层面创造力的作用机制。     

Cognitive Mechanisms in Human Creativity: Is Variation Blind or Sighted?

It is argued that the cognitive mechanisms in human creativity are, for the most part, sighted rather than blind. The article opens with a review of attempts to apply evolutionary ideas to psychology. It continues with an argument that blind-variation ideas seem to apply well in some areas of psychology, but that the psychology of human creativity is not one of these areas. An alternative sighted-variation framework is then proposed. It is argued, nevertheless, that the blind-variation system of biological evolution itself shows emergent creative properties, even though this system does not serve as an appropriate model for human creativity.     

Emotional Intelligence and Creativity: The Mediating Role of Generosity and Vigor

This study examines whether and why emotional intelligence may result in enhanced creativity in the workplace. Using a time‐lagged data set collected from employees in three firms, we examined a mediation model where emotional intelligence is indirectly related to creativity serially, through generosity and vigor. The results of structural equation modeling (SEM) indicate a sequential mediation model where emotionally intelligent employees display a high level of generosity; these acts of generosity nurture a sense of vigor, which in turn fosters creative behaviors. We discuss the implications for research on emotional intelligence, generosity, vigor, and creativity.     

职场负面八卦对科技人员创造力的影响机制研究

以职场“冷”暴力理论为切入点,采用层级回归和拔靴法对327份样本数据进行分析验证了职场负面八卦对科技人员创造力的影响机制。结论：职场负面八卦对科技人员的创造力有显著的抑制作用,人际信任在上述关系中起到中介作用;情绪智力在调节职场负面八卦和人际信任之间关系的同时,也调节了人际信任的中介作用,而且当科技人员的情绪智力水平较低时,人际信任的中介作用更为显著。