Does Cognitive Style Moderate Expected Evaluation and Adolescents' Creative Performance: An Empirical Study

2020 ◽  
Author(s):  
Weina Lei ◽  
Wenbo Deng ◽  
Rongjuan Zhu ◽  
Mark A. Runco ◽  
David Yun Dai ◽  
...  
Keyword(s):  
Empirical Study ◽  
Cognitive Style ◽  
Creative Performance ◽  
Expected Evaluation

scholarly journals AN INVESTIGATION ON CREATIVITY PERFORMANCE IN THE CONTEXT OF LEADERSHIP STYLES AND INDIVIDUAL ENTREPRENEURSHIP

2019 ◽  
Vol 7 (5) ◽  
pp. 2980-2999 ◽  
Author(s):  
Fikret SÖZBİLİR
Keyword(s):  
Empirical Study ◽  
Leadership Styles ◽  
Convergent Validity ◽  
Charismatic Leadership ◽  
Individual Characteristics ◽  
The Other ◽  
Creative Performance ◽  
Self Confidence ◽  
The Impact ◽  
Composite Reliability

Entrepreneurs are similar to leaders in terms of individual characteristics. At the same time, entrepreneurs who have high creative performance are considered as successful. This study aims to determine the impact of leadership styles (LS); democratic, managerial, and charismatic leadership on individual entrepreneurship perception’s (IEP) dimensions; planning, self-confidence, communication, motivation, and self-discipline, and impact of IEP’s dimensions on creativity performance (CP). In this empirical study, the data were collected from 286 entrepreneurs in Turkey. Data were analyzed using SmartPLS software and presented in tables. Internal consistency, composite reliability and convergent validity analyses results are sufficient. The findings showed that most of the LS’s dimensions have positive and significant impact on IEP’s dimensions. However, LS-Managerial hasn’t got a significant impact on Self-discipline dimension of IEP. LS’s all dimensions, except Charismatic, also have impact on CP. The other hand IEP’s dimensions have positive and significant impact on CP except Self-discipline.

The value of adaptivity based on cognitive style: an empirical study

2004 ◽  
Vol 35 (1) ◽  
pp. 95-106 ◽  
Author(s):  
Evangelos Triantafillou ◽  
Andreas Pomportsis ◽  
Stavros Demetriadis ◽  
Elissavet Georgiadou
Keyword(s):  
Empirical Study ◽  
Cognitive Style

Media Ensembles and New Product Team Creativity

2011 ◽  
pp. 75-97 ◽  
Author(s):  
Roger Th. A.J. Leenders
Keyword(s):  
Empirical Study ◽  
Product Development ◽  
New Product Development ◽  
New Product ◽  
Creative Performance ◽  
Team Creativity ◽  
Face To Face ◽  
Common Concern ◽  
The Media ◽  
Product Team

New product development (NPD) project members are increasingly dispersed across the globe. As a result, traditional face-to-face communication is often substituted and supplemented by more “virtual” media. A common concern is whether NPD teams that frequently use virtual media can be truly creative. In this chapter we attempt to explain why the creativity of some teams is above average, whereas others perform below the average. By using classification trees, we conduct an empirical study of the media ensembles employed by 46 teams involved in hi-tech NPD. We find that being above or below average cannot be explained by theories that focus on single media: the creative performance of NPD teams is a function of the media ensembles used. Some ensembles afford much higher probabilities for above-average creativity than others. These findings enrich theories of media choice and may provide managers with some ideas of how team creativity can be managed.

Relating Cognitive Problem-Solving Style to User Resistance

2011 ◽  
pp. 3258-3262
Author(s):  
Michael J. Mullany
Keyword(s):  
Problem Solving ◽  
Empirical Study ◽  
Cognitive Style ◽  
Innovation Theory ◽  
User Resistance ◽  
Cognitive Problem ◽  
Problem Solving Style ◽  
The Relationship

This chapter explores cognitive problem-solving style and its impact on user resistance, based on the premise that the greater the cognitive difference (cognitive gap) between users and developers, the greater the user resistance is likely to be. Mullany (1989, 2003) conducted an empirical study demonstrating this. This study contradicts the findings of Huber (1983) and supports Carey (1991) in her conclusion that cognitive style theory, as applied to IS, should not be abandoned. Mullany’s findings, in fact, are the opposite. Kirton (1999, 2004) supported Mullany’s results. In particular, Mullany made use of Kirton’s (2004) adaption–innovation theory. The emergent instrument, called the Kirton adaption–innovation inventory (KAI; Kirton, 1999, 2004), was used by Mullany as his measure of cognitive style. Mullany’s study also investigated the relationship between user resistance and user ages and lengths of service in the organisation. It failed to show any relationship between these factors and user resistance. This countermands the findings of Bruwer (1984) and dismisses any intimation that older or longer-serving employees are necessarily more resistant to change as myths.

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