Perfectionism: The good,the bad,and the creative

The influence of adaptive and maladaptive perfectionism on creativity was examined. Initially, six measures of creativity were administered, including creative self-perceptions, behavior, and performance measures. Adaptive perfectionism was weakly positively related to creativity, whereas maladaptive perfectionism was unrelated to creativity across five of the six measures. A follow-up study assessed whether initial findings could be generalized to an everyday problem-solving task. Results indicated that adaptive perfectionism was related to higher quality but not originality of solutions. Further, a curvilinear relationship in the shape of an inverted “U” occurred between adaptive perfectionism and four of eight creativity measures. Overall, adaptive perfectionism was consistently, albeit weakly, related to creativity across various types of measures, whereas maladaptive perfectionism was not related to creativity.     

Cantankerous creativity: Honesty-Humility, Agreeableness, and the HEXACO structure of creative achievement

Creativity research has suggested that creative people are low in agreeableness. To explore this issue, we applied the HEXACO model of personality structure, which offers an expanded representation of interpersonal traits, particularly a distinction between Honesty-Humility and Agreeableness. A sample of 1304 adults completed the HEXACO-60 and several measures of creative achievement and activities. Latent variable models found that Agreeableness had no relationship with creativity, but Honesty-Humility did: people lower in Honesty-Humility had higher creativity scores, consistent with past work on arrogance and pretentiousness among creative people.     

Gender and Emotions at Work: Organizational Rank Has Greater Emotional Benefits for Men than Women

Sex Roles - The way people feel is important for how they behave and perform in the workplace. Experiencing more positive?and less negative?emotions at work is often associated with...     

The Effects of Leader Support for Creativity and Leader Gender on Subordinate Creative Problem-Solving Performance

Ample correlational research shows that leader support for creativity is related to subordinate creativity, yet research examining the causality of this relationship experimentally is scant. Furthermore, most studies that demonstrate support for this relationship have used relatively subjective creativity measures that do not tap as effectively into the creative problem-solving process. Thus, we experimentally examined whether leader support for creativity affects subordinate creative problem-solving performance. We also examined whether this relationship depends on leader gender. We used experimental vignette methodology and a sample of 247 working adults to test these relationships. We found that high (vs. low) leader support for creativity resulted in a significantly higher number of ideas generated. Additionally, posthoc analyses showed that high (vs. low) leader support for creativity resulted in a significantly higher number of original ideas and higher number of quality ideas generated. We also found that when the leader was a woman (vs. man), average originality of ideas was significantly higher. We found no significant interactive effects of leader support for creativity and leader gender. We discuss how this study further elucidates our understanding of leader support for creativity, as well as avenues for future creativity research involving leader gender.     

Advancing Creativity Theory and Research: A Socio-cultural Manifesto

This manifesto, discussed by 20 scholars, representing diverse lines of creativity research, marks a conceptual shift within the field. Socio-cultural approaches have made substantial contributions to the concept of creativity over recent decades and today can provide a set of propositions to guide our understanding of past research and to generate new directions of inquiry and practice. These propositions are urgently needed in response to the transition from the Information Society to the Post-Information Society. Through the propositions outlined here, we aim to build common ground and invite the community of creativity researchers and practitioners to reflect up, study, and cultivate creativity as a socio-cultural phenomenon.     

Brief assessment of schizotypy: Developing short forms of the Wisconsin Schizotypy Scales

The Wisconsin Schizotypy Scales—the Perceptual Aberration, Magical Ideation, Physical Anhedonia, and Revised Social Anhedonia Scales—have been used extensively since their development in the 1970s and 1980s. Based on psychometric analyses using item response theory, the present work presents 15-item short forms of each scale. In addition to being briefer, the short forms omit items with high differential item functioning. Based on data from a sample of young adults (n = 1144), the short forms have strong internal consistency, and they mirror effects found for the longer scales. They thus appear to be a good option for researchers interested in the brief assessment of schizotypic traits. The items are listed in an Appendix A.     

Inclusive Leadership and Employee Involvement in Creative Tasks in the Workplace: The Mediating Role of Psychological Safety

This study examines how inclusive leadership (manifested by openness, accessibility, and availability of a leader) fosters employee creativity in the workplace. Using a sample of 150 employees, we investigated the relationship between inclusive leadership (measured at Time 1), psychological safety, and employee involvement in creative work tasks (measured at Time 2). The results of structural equation modeling (SEM) analysis indicate that inclusive leadership is positively related to psychological safety, which, in turn, engenders employee involvement in creative work.     

Self-reported leadership experiences in relation to inventoried social and emotional intelligence

Leadership has both social and emotional components. Social intelligence appears to tap the social component found in leadership. Recently, emotional intelligence has surfaced as a stable individual difference variable and appears to tap the emotional component of leadership. Mayer and Salovey (1993) suggested that the emotional intelligence and social intelligence constructs overlap. This study examined the power of both emotional and social intelligence to account for variance in self-reported leadership experiences. One hundred ninety-two university students completed measures of social and emotional intelligence and a measure of leadership experiences. Regression analyses showed that both social intelligence and emotional intelligence accounted for variance in leadership experiences. Although emotional intelligence was found to account for variance in leadership, it did not add unique variance beyond social intelligence. Social intelligence appears to play a principal role in leadership.     

Effects of Solution Elicitation Aids and Need for Cognition on the Generation of Solutions to Ill-Structured Problems

Numerous techniques have been proposed to assist problem solvers in the solution generation process. We empirically examined the effectiveness of a solution elicitation technique based on the presentation of problem objectives and also examined whether the technique was effective across individual differences in need for cognition (NC). We found that when two conflicting objectives were presented successively, more solutions, more categories of solutions, and more effective solutions were generated than when the same two objectives were presented simultaneously or not at all. However, the results indicated that effective solutions may be more efficiently generated by considering objectives simultaneously. Need for cognition was positively related to measures of divergent thinking, and the presentation of objectives was particularly effective as a solution elicitation aid for individuals with low NC. Implications for creative problem-solving research and practice are discussed.     

Self-reported leadership experiences in relation to inventoried social and emotional intelligence

Leadership has both social and emotional components. Social intelligence appears to tap the social component found in leadership. Recently, emotional intelligence has surfaced as a stable individual difference variable and appears to tap the emotional component of leadership. Mayer and Salovey (1993) suggested that the emotional intelligence and social intelligence constructs overlap. This study examined the power of both emotional and social intelligence to account for variance in self-reported leadership experiences. One hundred ninety-two university students completed measures of social and emotional intelligence and a measure of leadership experiences. Regression analyses showed that both social intelligence and emotional intelligence accounted for variance in leadership experiences. Although emotional intelligence was found to account for variance in leadership, it did not add unique variance beyond social intelligence. Social intelligence appears to play a principal role in leadership.