LEADERS' ACHIEVEMENT GOALS AND THEIR REACTIONS TO SUBORDINATES' CREATIVE INPUT.

Abstract

The present experimental research examined the impact of leaders' achievement goals on their reactions to creative input provided by their subordinates. In Experiment 1, performance goal leaders were found to be less receptive to subordinates' creative input than mastery goal leaders. In Experiment 2, we demonstrated that only when subordinates' input included problem definitions alongside creative ideas for problem solutions, performance goal leaders were less receptive, and next, less supportive than mastery goal leaders. When subordinates exclusively expressed creative ideas without pointing out problems, performance goal leaders and mastery goal leaders were equally receptive and supportive to subordinates' input.