Developing a new consulting specialty: behavioral and environment correlates of workplace creativity

When and why does a “poker face” facilitate workplace creativity?

Management Decision ◽

10.1108/md-07-2020-0817 ◽

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Weiyi Chen ◽

Xinmei Liu ◽

Xiaojie Zhang

Keyword(s):

Design Methodology ◽

Positive Relationship ◽

Time Pressure ◽

Hierarchical Regression ◽

Conservation Of Resources ◽

Regression Analyses ◽

Expressive Suppression ◽

Content Type ◽

Workplace Creativity

PurposeThe authors investigate when and why a subordinate's expressive suppression facilitates workplace creativity, building on the conservation of resources theory and considering the effect of the supervisor's expressive suppression and time pressure as boundary conditions.Design/methodology/approachMultisource data were collected from 132 teams in northwestern China, including 132 supervisors and 648 subordinates. Hierarchical regression analyses were used to test the effects.FindingsThe subordinate’s expressive suppression was positively related to their workplace creativity. Challenge time pressure was positively related to workplace creativity, and the subordinate’s expressive suppression was positively related to workplace creativity when challenge time pressure was lower and the supervisor's expressive suppression was higher. Hindrance time pressure was negatively related to workplace creativity, and a positive relationship between a subordinate's expressive suppression and workplace creativity was also found with less hindrance time pressure and greater expressive suppression by their supervisor.Originality/valueBy examining the role of the supervisor as a source of downward spillovers in various time pressure contexts, the study explains why a subordinate’s suppression facilitates workplace creativity from the conservation of resources perspective.

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The dual pathway to creativity model: implications for workplace creativity

10.4337/9781788977272.00010 ◽

2021 ◽

pp. 28-48

Author(s):

Bernard A. Nijstad ◽

Eric F. Rietzschel ◽

Matthijs Baas ◽

Carsten K.W. De Dreu

Keyword(s):

Dual Pathway ◽

Workplace Creativity

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Workplace Affect and Workplace Creativity: A Review and Preliminary Model

Human Performance ◽

10.1207/s15327043hup1702_3 ◽

2004 ◽

Vol 17 (2) ◽

pp. 169-194 ◽

Cited By ~ 49

Author(s):

Keith James ◽

Marc Brodersen ◽

Jacob Eisenberg

Keyword(s):

Preliminary Model ◽

Workplace Creativity

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Words and Silence in Job Mentoring

Multidisciplinary Journal of School Education ◽

10.35765/mjse.2021.1019.09 ◽

2021 ◽

Vol 10 (1 (19)) ◽

pp. 161-179

Author(s):

Joaquin Solana ◽

Carmen Ruiz-Viñals

Keyword(s):

Higher Education ◽

Professional Development ◽

Working Relationships ◽

Economic Sustainability ◽

Individual Coaching ◽

Production Models ◽

Organize Work ◽

The Impact ◽

Workplace Creativity ◽

Management Thinking

Today, economic sustainability is a social priority and it implies positive, rewarding, and creative relationships in the workplace. Creativity, innovation, and subjective welfare will remain extremely important for sustainable production models in an age of technological acceleration, ecological threats, and digital globalization. With the impact of the COVID-19 pandemic and the new ways to organize work, this is even more important. The basis for this is to be found in education, especially in secondary and higher education. Good mentoring is becoming essential in professional development; this activity is based on words and silence, using corporate and individual coaching tools to open new doors of creativity. Following Peter Drucker’s (1954) work in management thinking and the approach of positive psychologists, this paper presents a new concept of sustainable working relationships for the 21st century based on words and narratives.

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Applying mindfulness to grow greater numbers of creative workplaces

Human Resource Management International Digest ◽

10.1108/hrmid-11-2019-0271 ◽

2020 ◽

Vol 28 (2) ◽

pp. 42-44

Keyword(s):

Self Regulation ◽

Idea Generation ◽

Mindfulness Training ◽

Control Group ◽

Real Estate Industry ◽

Content Type ◽

Pertinent Information ◽

The Moment ◽

Workplace Creativity ◽

Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings This research paper concentrates on measuring a real estate industry sample group's attentional self-regulation and experiential orientation, as well as their creative idea generation abilities by comparing a treatment group's experience of receiving weekly mindfulness training with a control group that didn't receive the training until a later time. Mindfulness training was found to result in increased mindful attention and awareness over a five week period, and at the same time increased workplace creativity both in the moment and over the longer term. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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Linking leader–follower proactive personality congruence to creativity

Personnel Review ◽

10.1108/pr-11-2017-0332 ◽

2019 ◽

Vol 48 (2) ◽

pp. 454-470 ◽

Cited By ~ 2

Author(s):

Kumar Roopak ◽

Sushanta Kumar Mishra ◽

Ekta Sikarwar

Keyword(s):

Regression Analysis ◽

Design Methodology ◽

Polynomial Regression ◽

Personal Characteristics ◽

Proactive Personality ◽

Content Type ◽

Surface Method ◽

Person Environment Fit ◽

Workplace Creativity ◽

Practical Implications

Purpose Drawing from the literature on person–environment fit and proactive personality, the purpose of this paper is to empirically examine whether congruence between the proactive personality of a leader and his/her follower is facilitative/inhibitive of creativity of the follower. Design/methodology/approach Data were collected in two waves from 355 followers and 36 corresponding leaders working in a large manufacturing company in India. Hypotheses were tested using polynomial regression analysis and response surface method. Findings The results indicate that leader–follower congruence in proactive personality is more likely to encourage followers’ creativity. Moreover, leader–follower congruence at higher levels of proactive personality showed higher levels of followers’ creativity than when dyads are congruent at lower levels. Practical implications Findings suggest that human resource management in organizations should consider matching leaders’ proactive personality with that of followers’ to foster employee creativity. This is critical from the perspective of recruitment and dyad formulation for jobs that demand creativity. Originality/value Research examining why and how congruence in personal characteristics between a leader and his/her follower foster followers’ creativity is at best scant. The study is a novel attempt to examine the effect of congruence in leader–follower proactive personalities on workplace creativity of the follower.

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