Convergent,Discriminant, and Incremental Validities of Person–Environment Fit Scale for Creativity in Predicting Innovative Behavior

This study examined the validity of a 14-item two-factor person–environment fit scale for creativity (PEFSC) to measure the personal and environmental components of creativity. A sample of 2,475 participants completed the PEFSC for evaluating the factor structure. For convergent, discriminant, and incremental validities, a subsample (N = 362) completed the creative self-efficacy scale, support for innovation subscale of the team climate inventory, and innovative behavior measure. Results indicated the two-factor correlated model showed a better goodness of fit than the one-factor model. Measurement invariance of PEFSC was observed across different genders and educational groups. Internal consistency reliabilities were satisfactory (α  ≥  .87). The personal dimension indicated stronger associations with creative self-efficacy than with support for innovation, whereas the environmental dimension was related more closely to support for innovation than to creative self-efficacy. Incremental validity was confirmed by significant and additional explanations from PEFSC in predicting innovative behavior. These results consolidated the application of person–environment fit theoretical framework in creativity research.     

工作-家庭支持对员工创造力的影响探讨

采用问卷调查法, 以773对上级-下属配对数据为样本, 探讨了工作-家庭支持对员工创造力的影响及其内在作用机制。结果表明, 在我国文化背景下, 工作-家庭支持由组织支持、领导支持、情感性支持和工具性支持四个因素组成, 其中组织支持和领导支持统称为工作领域支持, 情感性支持和工具性支持统称为家庭领域支持; 工作投入中介工作领域支持对员工创造力的影响; 创造性人格在工作投入与员工创造力关系之间起调节作用。     

情绪创造力对员工创新行为的影响:情绪社会建构理论的视角

基于情绪社会建构理论,运用问卷调查法,通过分析708组配对数据,探讨情绪创造力对员工创新行为的影响机制。结果表明:情绪创造力对员工创新行为有显著的正向影响,创造性角色认同在其中具有部分中介作用;员工情绪创造力与领导激励创造性的交互作用通过员工创造性角色认同为中介,影响员工的创新行为,从而表现出有中介的调节作用。     

The Relationship between Creative Personality Composition,Innovative Team Climate,and Team Innovativeness: An Input — Process — Output Perspective

This study investigates the relationship between creative personality composition, innovative team climate, and team innovation based on an input‐process‐output model. We measured personality with the Creative Person Profile, team climate with the Team Climate Inventory, and team innovation through team‐member and supervisor reports of team innovativeness. The personality composition in each of 29 teams in a television production company was operationalized by mean scores for each creative personality variable, as well as the combination of different creative personality variables within a team. The team climate variable “vision” mediated the relationship between the mean level of associative orientation in teams and team innovation. The team climate variable “support of innovation” mediated the relationship between the joint variables of mean level of ambition x mean level of motivation and team innovation. The results indicated that when there are relationships between creative personality composition and team innovativeness, they are mediated by an innovative team climate.     

Leadership,creativity and innovation: a meta-analytic review

ABSTRACT

This paper reports the most comprehensive meta-analytic examination of the relationship between leadership and both followers’ creative and innovative performance. Specifically, we examined 13 leadership variables (transformational, transactional, ethical, humble, leader-member exchange, benevolent, authoritarian, entrepreneurial, authentic, servant, empowering, supportive, and destructive) using data from 266 studies. In addition to providing robustly estimated correlations, we explore two theoretically and pragmatically important issues: the relative importance of the different leadership constructs and moderators of the relationship between leadership and employee creativity and innovation. Regrading creative performance, authentic, empowering, and entrepreneurial leadership demonstrated the strongest relationships. For innovative performance, both transactional (contingent reward) and supportive leadership appear particularly relevant. The current study synthesizes an important, burgeoning, diverse body of research, and in doing so, generates nuanced evidence that can be used to guide theoretical advancements, improved research designs, and up-to-date policy recommendations regarding leading for creativity, and innovation.     

创新氛围、创新效能感与团队创新：团队领导的调节作用

在团队层次探讨创新氛围、创新效能感以及团队领导对团队创新绩效的影响。对51个工作团队的研究结果表明, 团队创新氛围与团队创新绩效有显著的正向关系, 而团队创新效能感在这一关系中起到中介作用。同时, 引领创新的团队领导调节了创新效能感与团队创新绩效之间的关系, 团队领导越倾向于引领创新, 创新效能感与创新绩效之间的关系就越强, 经由创新效能感传导的创新氛围对创新绩效的效应也就越大。研究结果深刻揭示了创新氛围、创新效能感、创新领导和团队创新之间的关系。     

L’auto efficacité créative,la flexibilité cognitive et le soutien à l’innovation comme antécédents du comportement innovant

The necessity to innovate is a concern for many practitioners and researchers. This research aims to demonstrate the role of cognitive flexibility and of the climate of support for innovation in developing innovative behavior at work. The mediating role of creative self-efficacy is tested. The results confirm that cognitive flexibility and the climate for work group innovation are antecedents of the innovative behavior.     

The Cross‐Level Mediating Effect of Psychological Capital on the Organizational Innovation Climate–Employee Innovative Behavior Relationship

Organizational innovation climates have been found to be effective predictors of employee creativity and organizational innovation. As such, climate assessments provide a basis for useful organizational interventions in enhancing creativity and innovation. Researchers now call for better articulation of the motivational mechanisms that link social context to employee innovation. In responding to the above call, this study found that employee positive psychological capital (PsyCap) is more influential than organizational innovation climate on employee innovative behavior. With a large sample (N  = 781) from 16 organizations and a cross‐level analysis, we examined the relationship between organizational innovation climate and employee innovative behavior with employee PsyCap as mediator. The results showed that both organizational innovation climate and employee PsyCap significantly affect employee innovative behavior, and more importantly, employee PsyCap fully mediates this relationship. The innovation journey is a challenging and risky one with many frustrations and discouraging moments from idea generation to idea implementation. The research results presented here imply that to be innovatively effective, organizations are advised to manage both social (organizational innovation climate) and psychological (PsyCap) resources of employees in enhancing employee innovative behavior. Other theoretic and practical implications are discussed.     

团队沟通、工作不安全氛围对创新行为的影响:创造力自我效能感的调节作用

采用问卷调查法,以国内十三家大型企业集团75个工作团队共334名团队成员为研究对象,运用分层线性模型分析技术,探讨了团队沟通、工作不安全氛围对团队成员创新行为的影响,以及创造力自我效能感对此关系的调节作用.结果表明,团队沟通、工作不安全氛围对团队成员创新行为有倒U形的影响;创造力自我效能感调节团队沟通、工作不安全氛围与团队成员创新行为之间的关系:员工的创造力自我效能感越高,团队沟通、工作不安全氛围对团队成员创新行为的倒U形影响越小.     

Transformational and transactional leaderships,empowerment climate,and innovation performance: A multilevel analysis in the Chinese context

Innovation through creativity is an important factor in the success and competitive advantage of organizations. Theory and research suggest that both leadership and organizational climate have important consequences for individual creativity. However, researchers have rarely considered the interactive effects of leadership and organizational climate. This study taking a “Substitute for Leadership” perspective, develops and tests the idea that empowerment climate affect the relationship between leadership and followers' creative performance. Data were collected from 93 teams, including 465 team members and 93 team supervisors, in a large multinational company based in China. Hierarchical linear modelling was used to examine the hypothesized cross-level model. As expected, transformational leadership and team empowerment climate were positively related to subordinates' creative performance and transactional leadership was negatively related to subordinates' creative performance. In addition, the relationship between leadership and subordinates' creative performance was moderated by team empowerment climate. The study resulted in the implication of several major variables for explaining individual creativity in the Chinese context.     

The dark side of creativity: original thinkers can be more dishonest

Creativity is a common aspiration for individuals, organizations, and societies. Here, however, we test whether creativity increases dishonesty. We propose that a creative personality and a creative mindset promote individuals' ability to justify their behavior, which, in turn, leads to unethical behavior. In 5 studies, we show that participants with creative personalities tended to cheat more than less creative individuals and that dispositional creativity is a better predictor of unethical behavior than intelligence (Experiment 1). In addition, we find that participants who were primed to think creatively were more likely to behave dishonestly than those in a control condition (Experiment 2) and that greater ability to justify their dishonest behavior explained the link between creativity and increased dishonesty (Experiments 3 and 4). Finally, we demonstrate that dispositional creativity moderates the influence of temporarily priming creativity on dishonest behavior (Experiment 5). The results provide evidence for an association between creativity and dishonesty, thus highlighting a dark side of creativity.     

仁慈领导与员工创新行为:内部人身份感知的中介作用和领导-部属交换关系差异化的调节作用

探究仁慈领导与员工创新行为的关系,以及在该关系中内部人身份感知的中介作用和领导-部属交换关系差异化的调节作用。以68名主管和215名员工为对象,通过对两阶段主管-员工配对调查所获取的数据进行分析,结果表明:(1)仁慈领导可以借助内部人身份感知的中介作用,对员工创新行为产生积极的影响;(2)领导-部属交换关系差异化能调节仁慈领导和内部人身份感知的关系,即当关系差异化水平越高,仁慈领导与内部人身份感知之间的正向关系越强;(3)领导-部属交换关系差异化能调节内部人身份感知在仁慈领导与员工创新行为关系间的中介作用,表现为被调节的中介作用模式,即领导-部属交换关系差异化水平越高,仁慈领导与员工创新行为之间通过内部人身份感知的间接关系越强。     

家庭创新环境的特征及其与中学生日常创造性行为的关系：创造性人格的中介作用

以1117名中学生为被试,采用问卷法考察家庭创新环境的特点及其对日常创造性行为的影响机制。结果发现：（1）家庭创新环境体现在家庭情感氛围、父母创造性行为、父母教育理念和自主准予,可分为抑制型（17.3%）、一般型（41.9%）和创新型（40.8%）,创新型在日常创造性行为上得分显著高于抑制型;（2）家庭创新环境与创造性人格、日常创造性行为以及同伴提名得分相关显著;（3）创造性人格在家庭创新环境和同伴提名之间起完全中介作用,在家庭创新环境和日常创造性行为之间起部分中介作用。     

创造与领导力的结合：创造型领导

管理理论的研究已迈进创新/创造管理阶段,其典型代表为创造型领导力的理论研究。文章在探讨了创造与领导力关系的基础上,分析了创造型领导的影响效能,阐述了领导者创造思维的前因、领导者与员工创造思维过程研究。最后从创造型领导的技能与策略的发展、认知神经科学范式的采纳、多维整合等角度,评述未来研究趋势。     

Taking Time to Incubate: The Moderating Role of ‘What You Do’ and ‘When You Do It’ on Creative Performance

We explore how the choices available to individuals planning multi‐task work can facilitate the incubation of ideas and enhance creative performance. Using opportunistic assimilation theory, we hypothesize that two considerations can determine the effectiveness of incubation and creative performance. First, we argue that having the discretion to switch tasks when needed, as well as the timing of this discretionary switch between tasks (i.e., earlier versus later in the work process on the main task) is important. Second, the scope of the intervening task (i.e., in the same knowledge domain as the main task versus in a different domain) can lead to more effective incubation and creativity. Results of a laboratory study indicate that participants who made a discretionary switch to an intervening task later in their work process on the main task benefited significantly more in terms of creative performance than those who chose to switch earlier in their work process or chose not to switch tasks. Additionally, participants who worked on an in‐domain intervening task exhibited significantly higher creativity on the main task than those who worked on an out‐of‐domain intervening task. Furthermore, focus of attention on the main task partially mediated these results.     

Organizational Innovation Climate and Creative Outcomes: Exploring the Moderating Effect of Time Pressure

Time pressure, one of the factors of organizational innovation climate, has an inconsistent effect on employee creativity. Based on the interactional approach, this study attempted to describe time pressure as a moderator. Data were collected from two surveys of R&D employees at Taiwanese national research institutions in 2007 and 2009. The results showed that time pressure moderated the relationship between organizational innovation climate and creative outcomes. As most theorists had predicted, in a strong organizational innovation climate, time pressure hindered creative outcomes. However, as many practitioners advocate, time pressure enhanced creative outcomes in a weak organizational innovation climate. The implications in a time pressure/organizational innovation climate matrix are discussed.     

Is There a Developmental Slump in Creativity in China? The Relationship Between Organizational Climate and Creativity Development in Chinese Adolescents

The major objectives of this study were to determine the characteristics of creativity development of Chinese children, the creative organizational climate of Chinese schools, and the relations among them. The results provided evidence that the creativity scores of children in elementary school were significantly higher than those of children in middle school. The teachers' evaluation of the creative organizational climate of the elementary school was significantly higher than that of the middle school. When the two variables were analyzed together, both the creative organizational climate of schools and the creative thinking development of children decreased during the children's development. Moreover, the creativity and climate scores were highly correlated, and the results from a path analysis suggested that a school's creative organizational climate has a significant impact on all seven dimensions of creativity measured in this study.     

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.     

Aligning job redesign with leadership training to improve supervisor support: a quasi-experimental study of the integration of HR practices

In this quasi-experimental study, we examine the alignment of a job redesign initiative with leadership training aimed at increasing supervisors’ opportunities for providing support to employees. In addition, we examine intervention-mediated effects on climate for innovation through increases in perceived supervisor support. To test the hypothesized process, we used employee ratings (N = 524) of perceived supervisor support and climate for innovation collected at three time points over 2 years in the home help services in seven Swedish municipalities. Results of latent growth curve analyses showed that employees in the intervention group had a stronger and positive slope of perceived supervisor support relative to the comparison group. Further, the growth trajectories of perceived supervisor support were positively associated with climate for innovation at the 24-month follow-up. The study contributes to the human resource management literature by showing that alignment of employment practices such as training with work practices such as job redesign may be a promising strategy for achieving positive outcomes at multiple levels in organizations.     

Climate for Creativity: A Quantitative Review

Abstract

Creativity is commonly held to emerge from an interaction of the person and the situation. In studies of creativity, situational influences are commonly assessed by using climate measures. In the present effort, a meta-analysis was conducted to examine 42 prior studies in which the relationships between climate dimensions, such as support and autonomy, and various indices of creative performance were assessed. These climate dimensions were found to be effective predictors of creative performance across criteria, samples, and settings. It was found, moreover, that these dimensions were especially effective predictors of creative performance in turbulent, high-pressure, competitive environments. The implications of these findings for understanding environmental influences on creativity and innovation are discussed.