Relationship between conceptions of creativity myths and facts, and creative behavior in the workplace

Purpose: The purpose of this research is to investigate the impact of participative leadership on team members’ creative behavior. Participative leadership is defined as a certain style of leadership in which all employees of the organization work together to make decisions and to arrange the role of each participants. Participative leadership is also known as democratic leadership, as everyone is encouraged to participate to group process and work. Employees’ creative behavior is known as the main engine of change and organization innovation which provides the competitive advantage for organizations to create the future. Research Design: A nonlinear research model was developed based on prior creativity and participative leadership research. We draw some research questions about vague and complicated effects of participative leader behavior from antecedent studies and developed hypothesis with j-shaped non-linear effect of participative leadership on employees’ creative behavior. We inferred this nonlinear characteristic of participative leader behavior from various research streams such as cognitive psychology and organizational behavior. Furthermore, to investigate the boundary condition of participative leadership we hypothesized moderating effect of employees’ perception of trust in their leaders. We anticipated that perception of the leader trust can play critical role between leaders’ behavior and employees’ behavior as boundary condition. Data and Methodology: Survey data were collected from 364 employees from 8 companies. Polynomial regression approach and response surface analysis were applied to test the research model. Results: Participative leadership significantly influence subordinates’ creative behavior and this relationship shows J-shaped non-linear characteristic as expected. Response surface analysis shows 3-dimensional facet of moderating effects of leader trust. Effect of participative leadership on employees’ creative behavior is stronger when the perception of trust in leadership is high. Conclusions: This research has research implications for how to investigate the complex nature of participative and empowering leadership. Non-linearity can be a useful alternative for interpreting complicated results about leadership effectiveness. This research has practical implication also for how to maximize leadership effectiveness to enhance members’ creativity and proactive behaviors. However, our dataset from Korean manufacturing companies might limit the generalizability of the findings and there can be common method bias in the data even if we tried to minimize it with discriminant validity.

The current research aims to verify the relationship between talent management practices represented by (attracting talent, investing talent, localizing talent, retaining talent) and the creative work behavior of employees represented by (exploratory creative work behavior, investment creative work behavior), among a sample of teaching staff in private universities and colleges in the Middle Euphrates region, numbering (276) instructors. The researchers adopted the descriptive analytical approach, taking the questionnaire as a basic mechanism for collecting the necessary data for the practical aspect of the study. The study concluded that there is a relationship between talent management practices and the creative work behavior of employees. As a result, the study reached a set of recommendations, the most prominent of which is that private universities and colleges must create a flexible academic environment that encourages innovation, such as remote work options or flexible work schedules, which supports work-life balance and makes room for creative thinking, in addition to implementing a periodic evaluation system to measure the level of employee engagement and creative behavior, and using the evaluation results to improve programs and practices. Continuously.

BACKGROUND: With the social environment requirements for innovation and creativity, requirements for enterprises’ innovation and creativity are also higher. However, research on the working pressure and innovation behavior of enterprise managers is rare. OBJECTIVE: To explore the relationship between the working pressure of managers and creative organizational behavior, provide a reference for the development of corporate innovation activities, thereby improving corporate organizational creativity. METHODS: Managers in enterprises under social networks’ background are selected as research objects to study the relationship between their working pressure and creative organizational behavior. First, the theory of pressure cognition activation is elaborated. The challenge pressure, hindrance pressure, and organizational creativity are selected as the basis, and the reliability and validity of the corresponding scale tools are analyzed and tested. Second, based on the relationship among challenging working pressure, hindrance working pressure, and organizational, creative behavior activities, two hypotheses are proposed, which are expressed as Hypothesis 1 and Hypothesis 2, respectively. Finally, according to the managerial working pressure in organizational, creative behavioral activities, two kinds of hypotheses are proposed, which are represented by Hypothesis 3 and Hypothesis 4, respectively. RESULTS: The results show: The selected scale tools have good reliability and validity. The Cronbach’s Alpha reliability coefficients corresponding to challenge pressure, hindrance pressure, and organizational, creative behavior activities are all above 0.85. The challenge pressure has a significantly positive impact on organizational creativity (P < 0.01), while the hindrance pressure has a significantly negative impact on organizational creativity (P < 0.01); therefore, Hypothesis 1 and Hypothesis 2 are verified. The organizational support for creative behavior activities has a dual adjustment impact. In addition to negatively regulating the positive path of managers’ working pressure on work engagement, organizational support also positively regulates the positive path of managers’ work engagement on organizational creativity. Therefore, Hypothesis 3 and Hypothesis 4 are verified. CONCLUSIONS: The above results provide a theoretical reference for a profound understanding of the relationship between working pressure and creative behavior and the improvement of the creative ability of enterprises.

How to effectively stimulate employees’ creative behavior is a hot topic in the field of organizational behavior. Based on conservation of resources theory and substitutes for leadership theory, this paper discusses the impact of high-commitment work systems on employees’ creative behavior and the roles of employees’ wellbeing and CEO inclusive leadership. By constructing a cross-level structural equation model and analyzing the paired data of 86 CEOs, 86 HR managers and 489 employees, the results show that: (1) high-commitment work systems have positive impact on employees’ creative behavior; (2) employee’s wellbeing mediates the process of high-commitment work systems driving employees’ creative behavior; and (3) CEO inclusive leadership negatively moderates the relationship between high-commitment work systems and employees’ wellbeing, and further negatively moderates the indirect effect of high-commitment work systems on employees’ creative behavior through employees’ wellbeing, that is, the lower the level of CEO inclusive leadership is, the stronger the impact of high-commitment work systems on employees’ creative behavior through employees’ wellbeing will be.

<p>The primary purpose of this study was to explore the relationship between openness to experience, creativity, creative behaviour, general creativity, and support for creative behaviour from academic staff (lecturers and professors) and by the environment among students in private higher education. The aim was to investigate the contribution of gender, support for creative behaviour from academics, and the environment in predicting different measures of creativity. Additionally, this study examined the structure of the creative behaviour self-assessment questionnaire. The openness to experience scale, creativity subscale, inventory of creative behaviours, creativity self-assessment questionnaire and assessment of incentives for creative behaviour by academics and the environment were tested on a sample of 346 students (54% female), who were randomly selected from different private higher education institutions (college and universities). Students with different majors participated (70% finance and law, 16% information technology and 14% web design). Consistent with our predictions, the 'openness to experience’ domain was positively related to the creativity facet, creativity behaviour and general creativity. As expected, the openness to experience domain and its creativity facet and creative behaviour and general creativity were associated with supporting creative behaviour by the environment in both males and females. However, contrary to our predictions, support for creative behaviour from academics was unrelated to openness to experience, creativity and general creativity in both males and females. In contrast, support for creative behaviour by academics was related to creative behaviour in females but not in males. Creative behaviour and general creativity were positively associated and supported creative behaviour by academics and the environment. Support for creative behaviour from the environment was positively associated with openness to experience, creativity, creative behaviour and general creativity, while gender only showed independent positive associations with creative behaviour. Gender, support for creative behaviour from academics and support for creative behaviour from the environment together accounted for 9% of the variance in openness to experience, 7% of the variance in creativity, 12% of the variance in creative behaviour and 13% of the variance in general creativity. The results highlight the importance of support for creative behaviour from the environment in explaining openness to experience, creativity, creative behaviour and general creativity. Furthermore, they show that gender is a significant predictor of creative behaviour. The results also provide further validation of the Inventory of Creative Behaviours and further delineate the nomological network of the creativity construct.</p><p> </p><p><strong> Article visualizations:</strong></p><p><img src="/-counters-/edu_01/0895/a.php" alt="Hit counter" /></p>

Promoting Creativity Among Employees Of Mature Industries: The Effects Of Autonomy And Role Stress On Creative Behaviors And Job Performance

Objectives The purpose of this study is to reveal the structural relationship among social support, creative behavior, and self-expression to increase creative behavior of university students majoring in visual design, and to verify the mediating effect of self-expression in the effect of social support on creative behavior. Methods The subjects of this study are 280 university students majoring in visual design at N University in Henan of China, and reliability analysis, average differences analysis, correlations analysis, simple regression analysis and multiple regression analysis are conducted using the SPSS 25.0 program. And to find out the mediating effect of self-expression between the social support and creative behavior, simple regression analysis of self-expression according to the social support is performed, simple regression analysis of creative behavior according to the social support, and multiple regression analysis of creative behavior according to the social support and gself-expression is performed. Results There is a positive(+) correlation between the social support, self-expression, and creative behavior. The effect of informational support, emotional support, material support, and evaluative support, which are sub-variables of the social support, on creative behavior explains 47% of the total variance of creative behavior. As a result of analyzing the effect of self-expression on creative behavior, self-expression explains 42% of the total variance of creative behavior. Predictors of ‘sub-variables of the social support’ and self-expression explain 56% of the total variance of creative behavior. The effect of informational support, emotional support, material support, and evaluative support, which are sub-variables of the social support, on self-expression is analyzed, and the social support explains 41% of the total variance of self-expression. There is a partial mediating effect by self-expression in influence of social support on creative behavior of university students majoring in visual design. Conclusions In this study, it is confirmed that the social support and self-expression is a causal variable that increases creative behavior, and the self-expression partially mediates the positive effect of the social support on creative behavior. Therefore, in order to cultivate the creative behavior of university students majoring in visual design, it is necessary to promote the social support and self-expression. On the other hand, each variable of goal orientation and belief in intelligence change will affect the creative behavior of university students majoring in visual design. And so, it will be necessary to conduct a study on the creative behavior of university students majoring in visual design according to the variables of goal orientation and belief in intelligence change in future studies.

PurposeWhile the Ohio State leadership approach had been forgotten for several decades, scholars in the field of leadership have begun revisiting the validity and the role of leader consideration and initiating structure. Building on self-expansion theory, this study suggest the effects of leader consideration and initiating structure on employee task performance. Also, integrating self-expansion theory and regulatory fit theory, the purpose of this paper is to propose and examine the moderating role of employee regulatory focus on the relationship between the Ohio State leadership behaviors and employee task performance, which was mediated by emloyees’ creative behavior as well as citizenship behavior.Design/methodology/approachTo test the hypothesized model of this study, cross-sectional data were collected using questionnaires. Pairs of survey packages, which included group-member surveys and a group-leader survey, were handed out to employees in organizations. The authors collected data from 47 groups and 143 group members in 25 private companies in the Republic of Korea, including from financial, technology, manufacturing, and research and development organizations.FindingsThe results showed that leader consideration exerts significant effects on employee task performance. Also, the authors found the moderating role of employee regulatory promotion focus on the relationship between leader consideration/initiating structure and employee task performance, which were mediated by creative behavior and citizenship behavior.Originality/valueThis study contributes to the advancement of the Ohio State leadership approach by integrating self-expansion theory and regulatory fit theory to investigate the distinct mechanisms and boundary conditions of its leadership process. The current study also contributes to the literature on extra-role behavior that the Ohio State leadership behavioral dimensions can be considered as one of the antecedents of employees’ creative and citizenship behavior.

The creative behavior of cultural innovation team members is the key to driving the team forward. Previous studies have relatively neglected the dynamic mechanism of positive verbal rewards on the creative behavior of cultural innovation team members. This paper, drawing on cognitive appraisal theory, focuses on the dynamic mechanism of positive verbal rewards on the creative behavior of cultural innovation team members and the moderating effect of positive affectivity. Based on the survey of 211 cultural innovation team members in Guangdong, China, this paper constructs a relationship model between positive verbal reward, creative self-efficacy, positive affectivity, and members’ creative behaviors and empirically tests the model. The results of statistical data analysis show that positive verbal reward has a significant positive impact on members’ creative behavior. Creative self-efficacy partially mediates between positive verbal rewards and members’ creative behavior; positive affectivity moderates the positive influence of creative self-efficacy on members’ creative behavior. The higher the level of positive affectivity, the stronger the positive impact of positive verbal rewards on members’ creative behavior, and vice versa. The above research findings help clarify the mechanism of positive verbal rewards on the cultural innovation team members’ creative behaviors in the context of Chinese organizations and provide theoretical support for cultural innovation team management practices.

This study investigates the nature of the direct and indirect relationship between Authentic leadership andthe development of creative work behavior in the Yemeni Public Telecommunications Corporation throughpsychological capital as a mediating variable. In order to achieve this objective, a sample of 285 employeeswas selected at the main headquarters of the Yemeni Public Telecommunications Corporation and itsbranches in Sana'a. A survey list was used to collect a primary data. The number of survey lists that wascollected and be valid for analysis is 226 lists which represent 79% of the whole distributed survey lists. Theresults showed that there is a shortage in the level of practice of Authentic leadership by the managers of theYemeni Public Telecommunications Corporation according to the attitudes of subordinates. Also, the levelof psychological capital of the employees and their creative behavior is a moderate level. In addition, theresults showed a significant relationship between the practice of Authentic leadership and the developmentof creative work behavior in the Yemeni Public Telecommunications Corporation. Finally, the resultsshowed that psychological capital significantly mediates the relationship between Authentic leadershippractice and the development of creative work behavior .

This study is aimed at exploring the effect of empowerment on creative work and entrepreneurship behavior. It is also aimed at identifying the mediating role of sharing knowledge between them. The relevant data were collected through a questionnaire from (9) Jordanian commercial banks, where (340) questionnaires were distributed to workers in the Jordanian commercial banks. In addition, a statistical analysis was used to show the relationship between the variables and draw the conclusions. The results of the study show there is an empowering effect on creative work behavior through knowledge sharing. Moreover, it also showed that there was an empowering effect on entrepreneurship through knowledge sharing. This study does, to a large extent, bridge the gaps within the literature and develops an understanding of how to empower employees in order to increase their creative behavior, make them entrepreneurs, and enhance the same through knowledge sharing. The results of this study indicate that there are certain important benefits for the workers in the banking industry which can be gained through facilitating more innovative behavior among their employees. The results also indicate that employee’s empowerment and enhancing knowledge sharing are essential to creative and entrepreneurial work behavior.

ABSTRACTThe 7C's of creativity (Lubart, 2017) summarize scientific contributions in seven categories as a function of their main object of interest in relation to creativity: Creators, Creating, Collaboration, Context, Creations, Consumption, and Curricula. In its attempt to grasp these different dimensions of the phenomenon of creativity, the psychology of creativity seems to have lost sight of its main object of interest: creative human behavior. This contribution constitutes a short plea to restore “Creating” (i.e., the creative behavior), to its central place in the psychology of creativity. Indeed, the study of the C's of creativity only makes sense in the articulation with the “why” and the “how” of creative behavior. This means focusing on behavioral measures, or at least explicitly considering a direct link between the variables under study and actual creative behaviors. Not all C's are equal, and “Creating” should be the main phenomenon of interest for the discipline. This proposition echoes the various calls to refocus on the study of behavior and behavioral measures in psychology. Research in the field of the psychology of creativity, and especially in the Journal of Creative Behavior, cannot ignore the need to focus on creative behavior.

Exploring knowledge sharing and hiding on employees’ creative behaviors: A coopetition perspective

Applying on a componential model of creativity, this study intends to integrate creativity and knowledge sharing literatures by empirically examining the relationship between knowledge sharing from different sources (i.e., supervisor and coworkers) and the focal employees’ creative behavior. Taking an interactionist perspective, the study aims to investigate the interaction effects of knowledge sharing from supervisor and coworkers on the employees’ creative behavior. Furthermore, this study investigates how employees’ regulatory focus alters the aforementioned relationship. Our results show the positive influence of knowledge sharing from supervisor and coworker on employees’ creative behavior. Also, our results support that the positive relationship between coworker knowledge sharing and employees’ creative behavior could vary depending on the degree of supervisor knowledge sharing and the regulatory focus of the employees.

The hotel industry in Sri Lanka has been growing significantly in the past years. The need for creative behavior among the hotel employees is inevitable. Inducing creative behavior among the hotel employees is considered as very important strategy element in hotels. This study investigates the relationship between employee engagement and job performance and the mediating role of creative behavior of employees of selected Pasikuda hotels. This study is implemented with of three dimensions of employee engagement, namely vigor, dedication and absorption and job performance is as the dependent variable. Job performance is measured using two dimensions, task performance and contextual performance. Creative behavior functioned as a mediator between the two variables. Creative behavior included with two dimensions, namely idea exploration and idea generation. This study eliminates the empirical knowledge gap in the Pasikuda area regarding mediating role of creative behavior between employee engagement and job performance. Using questionnaire, the data were collected from 148 employees of 10 selected hotels in Pasikuda. The collected data were analyzed by using descriptive statistics, correlation, regression and mediating analyses. The questionnaire included established measures relating to employee engagement, job performance and creative behavior in addition to various demographic questions. The findings reveal that the employee engagement, creative behavior and job performance are in high level among the respondents. The analyses stated the strong positive relationship between the employee engagement and job performance, the strong positive relationship between the employee engagement and creative behavior and the strong positive relationship between job performance and creative behavior. Creative behavior has been found to cast a partial mediating effect on the relationship between employee engagement and job performance.
 Keywords: Employee Engagement (EE), Job Performance (JP), Creative Behavior (CB)