Creative Metacognitive Feelings as a Source of Information for Creative Self-efficacy,Creativity Potential,Intrapersonal Idea Selection,and Task Enjoyment

Creativity scholars try to untangle the commonalities and differences between creative self-beliefs: creative self-efficacy, creative self-concept, creative metacognition, and creative role identity. While these efforts are already contributing significantly, we would like to suggest that for creative metacognition, we need to go beyond the assessment of confidence beliefs and regulation and include creative metacognitive feelings and intrapersonal idea selection as two additional components. To test the validity of our proposition, this study examined the influence of creative metacognitive feelings on creative self-efficacy, creative potential, accurate intrapersonal idea selection (agreement between individuals’ selection of their most creative idea and two independent judges’ selection of the participants’ best idea), and task enjoyment. To elicit metacognitive feelings, participants were randomly assigned to remember and write down two or six instances in their lives in which they generated novel and useful ideas that helped solve a problem. Participants then completed a questionnaire assessing creative self-efficacy, ease of recall as a proxy of metacognitive feelings, performance on a divergent thinking task, and task enjoyment. Results showed an indirect influence of recalling fewer examples on creative self-efficacy through its influence on metacognitive feelings. Metacognitive feelings then had an indirect influence, through creative self-efficacy, on creative potential and task enjoyment.     

Mild Affective Shifts and Creativity: Effects on Idea Generation,Evaluation, and Implementation Planning

This study investigated the impact of mild shifts in affective tone (i.e., pleasant vs. unpleasant) and arousal (i.e., high vs. low) on three creative processes. Undergraduates read short stories designed to induce affective shifts and then were asked to generate solutions to a complex business problem. Shifts in affective tone and arousal interacted to influence idea generation and implementation planning, but not idea evaluation. The strongest creative performance was exhibited by participants who experienced a stable and pleasantly toned, low-arousal (i.e., relaxed) state and by those who shifted to an unpleasantly toned, high-arousal (i.e., angry) state. In contrast, those who shifted to an unpleasantly toned, low-arousal (i.e., sad) state or a pleasantly toned, high-arousal (i.e., happy) state tended to exhibit poorer creative performance. These results demonstrate the need to revisit the popular conception that organizations should promote intense levels of pleasant affect to enhance employee creativity.     

Motives for Creativity: Exploring the What and Why of Everyday Creativity

People spend a lot of time on creative activities in their leisure time, but we still know little about what these activities are and what drives them. The literature suggests that several specific motives may be relevant for everyday creative behavior, including enjoyment, expression, challenge, coping, prosocial, social, material, recognition, and duty motives. Across two online studies totaling 750 participants, enjoyment was the strongest motive for everyday creativity, consistent with previous research linking creativity to intrinsic motivation and positive affect. Importantly, however, the relevance of motives differed across creative domains: visual arts, literature, and music were more strongly motivated by expression and coping motives, whereas handicrafts and creative cooking were more strongly motivated by prosocial and recognition motives. Intrinsic motives for creative activities were substantially related to high openness to experience, but explained incremental variance in the prediction of self-reported creativity as well as rated creative achievements. Together, these findings provide new insights into the motivational basis and function of everyday creativity.     

Are Speedy Brains Needed when Divergent Thinking is Speeded—or Unspeeded?

In this study, we focus on mental speed and divergent thinking, examining their relationship and the influence of task speededness. Participants (N = 109) completed a set of processing speed tasks and a test battery measuring divergent thinking. We used two speeded divergent-thinking tasks of 2 minutes and two unspeeded tasks of 8 minutes to test the influence of task speededness on creative quality and their relation to mental speed. Before each task, participants were instructed to be creative in order to optimally measure creative quality. We found a large main effect of task speededness: less creative ideas were generated when tasks were speeded as compared to unspeeded (Cohen's d = −1.64). We could also replicate a positive relationship of mental speed with speeded divergent thinking (r = .21) and mental speed with unspeeded divergent thinking (r = .25). Our hypothesis that the relation is higher for the speeded divergent-thinking tasks was not confirmed. Importantly, variation in creative quality scores under speeded conditions was not explained by mental speed beyond the predictive power of unspeeded creative quality. The latter finding implies that measurement of creative quality under speeded conditions is not confounded by mental speed.     

Linking Proactive Personality to Creative Performance: The Role of Job Crafting and High-Involvement Work Systems

This study proposed that job crafting serves as a mechanism reflecting how proactive personality affects creative performance, and this study explored whether these relationships are moderated by high-involvement work systems. Drawn from the conservation of resources theory to develop a cross-level moderated mediation model, a three-wave longitudinal study was conducted with 346 employees and their supervisors in 27 high technology firms in China. This study found that proactive personality was positively related to creative performance and that job crafting mediated the relationship between proactive personality and creative performance, and an indirect effect of proactive personality on creative performance through job crafting was significant when high-involvement work systems was low but not high. Thus, the research results indicate that when human resource management involves less participatory management, incentive rewards, extensive training and information sharing, proactive employees can draw from their personality to craft their job tasks, relations and cognitions, thereby improving creative performance. The theoretical and managerial implications, limitations, and future research directions are discussed.     

Critical Thinking Disposition and Scientific Creativity: The Mediating Role of Creative Self-Efficacy

This study explores the relationship between critical thinking disposition and scientific creativity and examines the hypothesized mediating role played by creative self-concept (trait-like creative self-efficacy). A large sample (N = 1,153) of Chinese high school students filled the Critical Thinking Disposition Inventory and revised trait-like creative self-efficacy scale, and then solved Scientific Creativity Test for Adolescent. Structural equation modeling has demonstrated that students’ critical thinking disposition was positively related to their creative self-concept and scientific creativity, and creative self-concept fully mediated the link between critical thinking disposition and scientific creativity. We discuss these findings in terms of the hypothetical role played by creative self-concept for creative functioning.     

创造性问题解决中的联想能力及其作用

长期以来,研究者一直认为联想能力与创造力之间存在着紧密的联系,但相关的实证研究并不能很好地支持这一论断,这可能是由于联想能力的界定不清所造成的。本研究梳理了以往研究中联想能力与创造力的关系,在此基础上辨析了联想能力测验所反映的实质,进一步提出了一个创造性问题解决中联想能力的作用模型：（1）联想能力主要作用于创造性问题解决中的重构阶段;（2）存在三种相对独立的联想能力,它们对空间类顿悟问题和言语类顿悟问题的影响不同;（3）联想内容中经验关系的联想能力与领域一般创造力关联最密切。     

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.     

Antecedents and Consequences of Creativity in Teams: When and How Leader Humility Promotes Performance via Team Creativity

The antecedents of team creativity and their effects on team task performance are explored in this study, with a particular focus on how leader humility promotes team creativity and when team creativity can be converted into performance. Hypotheses were tested via a multiple-source and time-lagged study with 341 employees and 104 teams from five different organizations in China. The results showed that leader humility promotes team creativity through team creative efficacy, and leader conscientiousness moderates this indirect effect. Furthermore, team creativity is more positively related to team task performance when teams are more future oriented. The theoretical contributions and management significance of these findings are discussed, followed by a discussion of limitations and directions for future research.     

Proactive Vitality Management and Creative Work Performance: The Role of Self-Insight and Social Support

Integrating proactivity and creativity literatures, we argue that people can perform more creatively at work when they proactively manage their levels of vitality. Proactive vitality management is defined as individual, goal-oriented behavior aimed at managing physical and mental energy to promote optimal functioning at work. We hypothesize that this process may be facilitated by being aware of one's own state and by support from others. A total of 242 employees participated in a weekly diary study for three consecutive weeks, yielding 610 observations. Results of multilevel analyses show that participants reported more creative work performance during weeks in which they had proactively used vitality management. In addition, in line with our predictions, self-insight and social support for creativity in the workplace acted as cross-level moderators and strengthened the relationship between proactive vitality management and creativity. We conclude that a proactive approach regarding physical and mental energy is an important bottom-up strategy that may foster creativity in work settings.