Employee Creative Performance Research Articles

Psychological Capital: A Positive Psychological Resource and Its Relationship with Creative Performance Behavior

Creative performance behavior and psychological capital concepts having theoretical roots of positive organizational behavior and positive psychological capital have been examined in a number of studies in literature for investigating high performance and innovative organizations. It is recognized that the employee creative performance behavior has been the investigated with its associations with several concepts including supportive managerial implementation, job characteristics, organizational climate and culture, personality factors. The present study has focused on the assumption regarding the relationship between psychological capital components of self-efficacy, hope, optimism and resilience with creative performance behavior. Based on the extant resources and conceptual rationale, it is expected that psychological capital variables could have significant explanatory power on employee creative performance behavior. With that respect, a research study was performed in a large size White Good Company in Turkey which has been indicated as an innovative and high performance organization by relevant research results. 165 first line and middle level white and blue collar employees have participated in the questionnaire survey. The data were analyzed through the use of SPSS and LISREL programmes. Each variable of the model was evaluated by Confirmatory Factor Analysis (CFA) methods. According to the results, it was revealed that the total psychological capital and each of the psychological capital components had significant positive relationships with employee creative performance behavior. In addition, it was demonstrated that psychological capital components had significant effect on explaining creative performance behavior.

Perceived Proximity and Trust Network on Creative Performance in Virtual Collaboration Environment

Because of intense competition, organizations are devoting more effort to improving employees’ creative performance. Using virtual teams of employees who collaborate and communicate through information and communication technologies, it is possible to creatively solve organizational problems through a flexible use of scattered knowledge resources in organizations. The purpose of this study was to investigate the effects of two kinds of trust networks (i.e., cognitive-based and affective-based trust networks) on employee creative performance during virtual collaboration. In addition, the author examined the impact of perceived proximity (i.e., a cognitive and affective sense of relational closeness) on the relationship between the trust networks and creative performance. This study provides academic and practical implications for establishing competitive strategies and utilizing virtual teams.

Managing R&D Employee Creative Performance with Symbolic Meanings of Money

Managing R&D Employee Creative Performance with Symbolic Meanings of Money

Narcissism Congruence and Employee Creative Performance: The Role of Psychological Empowerment

Drawing upon person-environment fit theory and psychological empowerment literature, our research provides a fine-grained examination of whether and how leader-employee narcissism (in)congruence im...

Rewards and employee creative performance: Moderating effects of creative self‐efficacy, reward importance, and locus of control

SummaryThe effects of extrinsic rewards on creative performance have been controversial, and scholars have called for the examination of the boundary conditions of such effects. Drawing upon expectancy theory, we attend to both reinforcement and self‐determination pathways that reveal the informational and controlling functions of creativity‐related extrinsic rewards. We further identify the individual dispositions that moderate these two pathways. Specifically, we propose that extrinsic rewards for creativity positively predict creative performance only when employees have high creative self‐efficacy and regard such rewards as important. We likewise propose that extrinsic rewards positively affect the intrinsic motivation of employees with an internal locus of control, thus enhancing their creative performance. Results based on a sample of 181 employee–supervisor dyads largely supported these expectations. The current analysis enriches the creativity literature by combining different perspectives in a coherent framework, by demonstrating the positive effects of extrinsic rewards on intrinsic motivation, and by demonstrating that the rewards–creativity relationship varies across employees depending on their individual differences. Copyright © 2014 John Wiley & Sons, Ltd.

Psychological capital as a mediator of the relationship between leadership and creative performance behaviors: empirical evidence from the Indian R&D sector

The present study examines the relationships between leadership, psychological capital and employee creative performance behaviors in the Indian research and development (R&D) context. A survey-based study was conducted in 11 government-owned R&D laboratories across India and 496 usable responses were collected. Data analyses, performed using the structural equation modeling technique, revealed that psychological capital fully mediates the relationship between leadership and creative performance behaviors. R&D leaders who display positive behaviors are more likely to aid the development of their subordinates' positive psychological capacities. Employees with higher psychological capital engage in greater creative behaviors, improving the chances of producing creative outcomes. In addition, such employees will need less supervision and will be less dependent on leadership for directions and day-to-day work. The implication for researchers and practitioners are discussed.

Autonomy Support: Explaining the Path from Leadership to Employee Creative Performance

Today leaders are more like employee supporters than employee supervisors. Creating intentionally supportive and motivating environment, demonstrating concern for employees’ well being, providing opportunities for autonomy support, avoiding rewards that actually decrease motivation and performance in the workplace for employee to be creative and innovative is part of modern leadership. The aim of the present paper is to provide a deeper understanding of how autonomy-supportive leadership fosters positive employee outcomes by taking employee innate needs into consideration. For this purpose, self-determination theory (SDT) fits best for its consideration of both social context (i.e., autonomy-supportive leadership) and individuals’ basic psychological needs (i.e., autonomy, competence, and relatedness) as antecedents of motivation and well-being. In addition, we will give leaders some implications and discuss the importance of providing autonomy support, making sure of having the supportive environments required, and explain a clear path from leadership to employee positive behavior.

Evidence for a curvilinear relationship between abusive supervision and creativity in South Korea

Applying activation theory, this study examined the possibility of a curvilinear relationship between abusive supervision and employee creativity. Using survey responses of 203 subordinate–supervisor dyads in South Korea, hierarchical regression analyses demonstrated a curvilinear (inverted U-shaped) relationship between a supervisor's abusive behaviors and an employee's creative performance. Specifically, employees exhibited more creativity when abusive supervision was at a moderate level rather than at very low or very high levels. Implications for theory and practice are discussed.

Integrating Dependency on the Leader and Empowerment into the Transformational Leadership-Creative Performance Relationship

Previous literature highlights employees creativity as an important means to foster innovation and competitive advantage in companies. Transformational leadership is a leadership approach aiming at stimulating and encouraging the creative performance of employees. However, contradictory empirical findings indicate that the relationship between transformational leadership and creativity may be more complex than a simple direct link. Drawing from existing literature, we propose that dependency on the leader is a partial mediator of this relationship, impeding employees creativity. Synthesizing theories of leadership and creativity, we propose that empowerment as a moderator is able to reduce the dependency on the leader caused by transformational leadership as well as to contribute to turning possible negative outcomes of transformational leadership on creative performance into positive. Findings of a PLS analysis of 271 employees support the predicted mediating and moderating effects. Post-hoc analysis reveals a curvilinear moderating effect and provides additional insights on the varying effects of the subdimensions of empowerment.

Leadership, Creative Problem‐Solving Capacity, and Creative Performance: The Importance of Knowledge Sharing

AbstractThis article presents two studies that examine whether leader supportive behaviors facilitate knowledge sharing and employee creative problem‐solving capacity, thereby enhancing creative performance. The findings from both studies indicate that leader supportive behaviors are directly and indirectly related, through both internal and external knowledge sharing, to employee creative problem‐solving capacity. In addition, creative problem solving was related to the two dimensions of creative performance—fluency and originality. However, a test of the mediation model indicated that creative problem solving only mediated the relationship between internal knowledge sharing creative performance and originality. These findings highlight the complex process by which leaders facilitate both internal and external knowledge sharing and employee creative problem‐solving capacity, thereby improving employee creative performance.

Self-Regulation of Creativity at Work: The Role of Feedback-Seeking Behavior in Creative Performance

Using 456 supervisor-employee dyads from four organizations, this study examined how employees use one proactive behavior, feedback seeking, as a strategy to enhance their creative performance. As hypothesized, employees' cognitive style and perceived organizational support for creativity affected two patterns of feedback seeking: the propensity to inquire for feedback and the propensity to monitor the environment for indirect feedback. Feedback inquiry related to supervisor ratings of employee creative performance. These results highlight the importance of employees' self-regulatory behaviors in the creative process and show that feedback seeking is not only a strategy that facilitates individual adaptation, but also a resource for achieving creative outcomes.

The influence of creative process engagement on employee creative performance and overall job performance: A curvilinear assessment.

Integrating theories addressing attention and activation with creativity literature, we found an inverted U-shaped relationship between creative process engagement and overall job performance among professionals in complex jobs in an information technology firm. Work experience moderated the curvilinear relationship, with low-experience employees generally exhibiting higher levels of overall job performance at low to moderate levels of creative process engagement and high-experience employees demonstrating higher overall performance at moderate to high levels of creative process engagement. Creative performance partially mediated the relationship between creative process engagement and job performance. These relationships were tested within a moderated mediation framework.

A social identity perspective on leadership and employee creativity

AbstractThis research uses a social identity analysis to predict employee creativity. We hypothesized that team identification leads to greater employee creative performance, mediated by the individual's creative effort. We hypothesized that leader inspirational motivation as well as leader team prototypicality would moderate the relationship between identification and creative effort. Consistent with these predictions, data based on 115 matched pairs of employee‐leader ratings in a research and development context showed an indirect relationship between team identification and creative performance mediated by creative effort. The analyses also confirmed the expected moderated relationships. Leader inspirational motivation enhanced the positive association between identification and creative effort, especially when leader prototypicality was high. We discuss the value of social identity analyses of employee creativity and of the integration of social identity and transformational leadership analyses. Copyright © 2009 John Wiley & Sons, Ltd.

Employee creativity and the role of risk

Creative efforts and creative outcomes are identified as distinct in employee creative performance. It is argued that an employee's willingness to take risks is an important antecedent of creative efforts. Behavioral consequences experienced by employees following creative efforts are discussed in relation to future creative efforts considered and the subsequent willingness to take risks. A model and propositions are developed to guide future research and are considered in light of the current creativity literature.

Employee creative performance: What makes it happen?

The article focuses on employee creativity and what factors help spark the creative process in employees. It states that new products and product improvements are important in creating a competitive advantage for a company. It mentions that the elements that help promote creativity in emploees is unknown. It comments on a study at the University of Illinois at Urbana-Champaign which examined employee creativity and suggested that self-confidence, intuition, and broad interests help influence an employee's creative ability. It mentions that employee work performance and whether they plan on remaining in the company are also factors that influence employee creativity.