The Approach of Hierarchical Linear Model to Exploring Individual and Team Creativity: A Perspective of Cultural Intelligence and Team Trust

Chenhan Huang,Xuesong Zhai,Changqing He,Shaohui Wang

doi:10.1155/2020/2025140

Abstract

How to promote the creativity of interorganizational teams has always been the focus among scholars and management practitioners. From the perspective of leadership, this study explores the influence of shared leadership on creativity in interorganizational teams. Specifically, this study integrates leadership perspective with trust perspective and explores the mediating role of team trust between shared leadership and creativity at both team and individual level. In addition, this study examines the moderating effect of the leader’s cultural intelligence between shared leadership and team trust based on the perspective of leadership situation. The data comes from 275 employees within 54 interorganizational teams. The results show that shared leadership will promote team trust and team trust plays a key mediating role between shared leadership and creativity. Moreover, the relationship between shared leadership and team trust is moderated by the cultural intelligence of leader, such that the positive relationship will be stronger with high cultural intelligence and weaker with low cultural intelligence.

Highlights

In order to cope with the complex and fierce market competition, more and more organizations tend to seek external cooperation; it is in this context that interorganizational teams emerge as the times require [1,2,3]. rough the establishment of interorganizational teams, the two partners can complement each other’s resources and strengthen the sharing and exchange of information and knowledge, which can effectively promote the generation of creativity [4]
Based on the context of interorganizational teams, this study argues that team trust plays a mediating role in the relationship between shared leadership and creativity
In the place, when cultural intelligence is stronger, leaders can be more effective in identifying the ability of team employees from different organizations. is will accelerate the cognitive consistency of shared leadership, speed up the understanding and collaboration among team members, and increase the positive role of shared leadership in team trust [34]. e leaders with high cultural intelligence, for instance, can effectively identify the strengths and weaknesses of different employees, which can tilt the team’s resources to those who need them more; besides, the power-sharing mechanism can be carried out more smoothly, which can accelerate mutual appreciation and recognition among team members, enhance the role of shared leadership, and promote team trust. erefore, this study proposes the following hypothesis

Summary

Introduction

In order to cope with the complex and fierce market competition, more and more organizations tend to seek external cooperation; it is in this context that interorganizational teams emerge as the times require [1,2,3]. rough the establishment of interorganizational teams, the two partners can complement each other’s resources and strengthen the sharing and exchange of information and knowledge, which can effectively promote the generation of creativity [4]. Is difference will make it more difficult for team members to communicate, exchange knowledge, and establish mutual trust. Interorganizational teams are built on the link of common tasks and goals. When they have mutual trust, sincere cooperation, and interactivity will they be able to accomplish the task and achieve win-win and cooperative creativity. Us, it can be seen that, on the one hand, interorganizational teams urgently need to build effective trust among members; on the other hand, the establishment of this kind of team trust has become increasingly difficult in the context of interorganizational cooperation.

Methods

Results

Conclusion