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

Abstract

Purpose

The 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/approach

Multisource data were collected from 132 teams in northwestern China, including 132 supervisors and 648 subordinates. Hierarchical regression analyses were used to test the effects.

Findings

The 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/value

By 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.

Citation

Chen, W., Liu, X. and Zhang, X. (2021), "When and why does a “poker face” facilitate workplace creativity?", Management Decision, Vol. 59 No. 10, pp. 2309-2328. https://doi.org/10.1108/MD-07-2020-0817