Search results

1 – 10 of over 24000
Click here to view access options
Article
Publication date: 14 December 2021

Zhiqiang Liu, Rong Zhou, Lihua Wei, Xi Ouyang and Kong Zhou

Drawing on social information processing theory and trait activation theory, this study aims to examine the mediating effect of leader narcissism on team radical creativity

Abstract

Purpose

Drawing on social information processing theory and trait activation theory, this study aims to examine the mediating effect of leader narcissism on team radical creativity via team information elaboration and explores the moderating role of inter-team competition.

Design/methodology/approach

Time-lagged and multisource survey data were collected from 86 team leaders and 409 employees in a Chinese company. Path analysis was used to test the hypotheses.

Findings

The results indicated that leader narcissism could impede team radical creativity via team information elaboration. Moreover, the negative indirect effects of leader narcissism on team radical creativity were more pronounced when the inter-team competition was low.

Originality/value

This study makes contributions to the literature on leader narcissism and team radical creativity by examining the detrimental indirect effects of leader narcissism on team radical creativity via team information. Furthermore, it broadens current literature by investigating the potential positive intervention of inter-team competition on the negative aspects of leader narcissism.

Details

Chinese Management Studies, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1750-614X

Keywords

Click here to view access options
Article
Publication date: 7 October 2021

Muhammad Shahid Mehmood, Zhang Jian, Umair Akram, Zubair Akram and Yasir Tanveer

Creativity is vital for the innovation and survival of organizations. The present study aimed to explore the impact of entrepreneurial leadership on team creativity

Abstract

Purpose

Creativity is vital for the innovation and survival of organizations. The present study aimed to explore the impact of entrepreneurial leadership on team creativity through team psychological safety and knowledge sharing. Social learning theory (SLT) was used to explore the relationships in this study.

Design/methodology/approach

Data were collected from the manufacturing sector of Pakistan, and a sample composed of 70 team leaders and 378 team members was used.

Findings

The results showed the positive influence of entrepreneurial leadership on team creativity. Furthermore, team psychological safety and knowledge sharing mediated the relationship between entrepreneurial leadership and team creativity. Finally, team psychological safety and knowledge sharing sequentially mediated the relationship between entrepreneurial leadership and team creativity.

Research limitations/implications

A small sample size and cross-sectional research design may hinder the generalizability of the findings. The findings suggest that leaders should practice entrepreneurial leadership principles to develop team creativity. Organizations should provide training and development programmes for their leaders and employees to learn the importance of entrepreneurial behaviors and how to explore and exploit entrepreneurial opportunities.

Originality/value

This study extends the leadership and creativity literature by exploring the role of entrepreneurial leadership in developing team creativity. Furthermore, this study was conducted in established organizations to explore entrepreneurial leadership's influence on team creativity. In contrast, earlier scholars recognized entrepreneurial leadership as a leadership style of entrepreneurs and thus examined its implications in new ventures or small and medium enterprises.

Details

Personnel Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0048-3486

Keywords

Click here to view access options
Book part
Publication date: 9 November 2009

Francesca Gino, Gergana Todorova, Ella Miron-Spektor and Linda Argote

This chapter presents a theoretical framework for the effects of prior task experience on team creativity. We distinguish among different types of experience within teams

Abstract

This chapter presents a theoretical framework for the effects of prior task experience on team creativity. We distinguish among different types of experience within teams, namely direct and indirect prior task experience. We argue that different types of prior task experience differentially influence team creativity, and that the prior experience–creativity relationship is mediated by the development and use of transactive memory systems (TMS). We also argue that team characteristics such as identity and communication moderate the effect of prior task experience on TMS, and task characteristics such as uncertainty and interdependence moderate the effect of TMS on group creativity.

Details

Creativity in Groups
Type: Book
ISBN: 978-1-84950-583-3

Click here to view access options
Book part
Publication date: 9 November 2009

D. Scott DeRue and Brent D. Rosso

Team creativity presents an interesting dilemma. On one hand, organizational teams are increasingly being asked to produce creative outcomes rapidly and within tight…

Abstract

Team creativity presents an interesting dilemma. On one hand, organizational teams are increasingly being asked to produce creative outcomes rapidly and within tight timelines. On the other hand, teams need sufficient time to explore different perspectives, play with ideas, and overcome the process losses that occur from working in interdependent groups. In this chapter, we address this dilemma by developing a model for understanding how teams can maximize the speed of the team creative process. We propose that teams' potential for rapid creativity is a function of aligning the team structure and standardization of the creative process with the team development cycle. When these three elements are aligned, teams are more likely to generate creative outcomes in a rapid manner.

Details

Creativity in Groups
Type: Book
ISBN: 978-1-84950-583-3

Click here to view access options
Book part
Publication date: 26 August 2019

Nai-Wen Chi

This study proposes a multilevel framework to test the mechanisms and boundary conditions of the relationships between positive group affective tone (PGAT) and individual…

Abstract

Purpose

This study proposes a multilevel framework to test the mechanisms and boundary conditions of the relationships between positive group affective tone (PGAT) and individual/team creativity.

Design/Methodology/Approach

Data are collected from 122 research and development (R&D) teams (including 305 members and 122 team leaders). Hierarchical linear modeling analyses and hierarchical regression analyses are performed to test hypotheses.

Findings

The results show that PGAT facilitates individual creativity via enhanced work engagement, and increases team creativity via team information exchange. Supporting the substituting perspective, we found that the positive indirect effects of PGAT on individual/team creativity were attenuated when supervisory support is high.

Research Limitations/Implications

Although all variables were collected at the same time and the individual-level variables were collected from the same source, our findings highlight the mechanisms explaining the beneficial effects of PGAT on individual/team creativity, and how supervisory support can substitute for such effects.

Practical Implications

In order to make the individuals and teams more creative, the organizations need to promote PGAT via the selection of appropriated leader and members or team social events. Moreover, supervisors support is particularly salient in enhancing team creativity when PGAT is low.

Originality/Value

This study is the one of the first study to test the motivational/social mechanisms linking the relationship between PGAT and individual/team creativity, and the competing theoretical perspectives regarding how supervisory support can moderate the PGAT–creativity linkage.

Click here to view access options
Article
Publication date: 26 July 2021

Jin Yao, Xinmei Liu and Wenxin He

Based on the social dominance theory, this study aims to theorize the moderating effect of power disparity in the impact of team knowledge variety on team creativity and…

Abstract

Purpose

Based on the social dominance theory, this study aims to theorize the moderating effect of power disparity in the impact of team knowledge variety on team creativity and further to verify team open communication as the mediating mechanism of the aforementioned interactive effect.

Design/methodology/approach

The multisource (team members and their team leaders) and longitudinal (separated by four months) survey data were collected from 67 research and development teams in China to test the research model. The authors used multiple regression analyses to validate all the proposed hypotheses.

Findings

Results reveal that team knowledge variety has a more positive impact on team creativity when teams have lower power disparity. Besides, team open communication is significantly and positively related to team creativity and mediates the interactive effect of team knowledge variety and team power disparity on team creativity.

Originality/value

This study reconciles the mixed findings in the previous study and provides new insights regarding the functionality of team knowledge variety. By identifying team power disparity as a moderator in shaping the effects of team knowledge variety, the authors extend the research that explores the moderators of the team knowledge variety–team creativity relationship, and make comprehensive consideration of the coexistence of multiple diversities within teams (i.e. knowledge variety and power disparity) and their joint effects on team creativity. Besides, this research identifies team open communication as an important underlying mechanism in transmitting the interactive effects of two different types of diversities on team creativity, thus offering new insights on how teams can perform creatively.

Details

Journal of Knowledge Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1367-3270

Keywords

Click here to view access options
Article
Publication date: 8 February 2021

Jin Yao, Xinmei Liu and Wenxin He

The purpose of this paper is to examine the curvilinear relationship between team informational faultlines and team creativity and the moderating effects of team humble…

Abstract

Purpose

The purpose of this paper is to examine the curvilinear relationship between team informational faultlines and team creativity and the moderating effects of team humble leadership on the relationship.

Design/methodology/approach

The multisource and longitudinal survey data were collected from 85 teams. The authors conducted linear regression analyses to analyze the data.

Findings

The results indicate that the relationship between team informational faultlines and team creativity is inverted U-shaped and such relationship is stronger in teams with low levels of humble leadership.

Research limitations/implications

The research reconciles the mixed findings in prior research and enhances our understanding of the functionality of informational faultlines.

Practical implications

Team managers should seek optimal levels of informational faultlines and make diversity coexist with similarity when assembling a new working group so as to utilize the benefits of team composition diversity and fuel collective creativity. Team leaders should learn humble leadership skills to encourage open communication.

Originality/value

The research is the first to adopt and build on the social information processing (SIP) perspective to explain the curvilinear relationship between team informational faultlines and team creativity.

Details

Management Decision, vol. 59 no. 12
Type: Research Article
ISSN: 0025-1747

Keywords

Click here to view access options
Article
Publication date: 1 April 2021

Shen Lei, Cuijuan Qin, Muhammad Ali, Susan Freeman and Zheng Shi-Jie

The purpose of this study is to develop and test a multilevel conceptual model which explains how authentic leadership (AL), through an innovative team atmosphere and…

Abstract

Purpose

The purpose of this study is to develop and test a multilevel conceptual model which explains how authentic leadership (AL), through an innovative team atmosphere and promotion of self-efficacy, influences creativity. The study delineates two pathways from AL to creativity. The first pathway is an indirect effect through an innovative atmosphere at the team level and self-efficacy at the individual level, while the second pathway focuses on the moderating effect of AL between self-efficacy and individual creativity.

Design/methodology/approach

Data were collected from 58 team leaders and 283 employees in a creative industry park in the Yangtze River Delta region from China. Path analysis was conducted to test the proposed hypotheses using the statistical package M-plus (v. 7).

Findings

The results reveal that AL is an important antecedent of creativity. Furthermore, an innovation-based atmosphere at the team level mediates the theorized relationship between AL and individual creativity. However, creative self-efficacy at the individual level does not mediate this relationship. Finally, the study found that AL moderates the relationship between creative self-efficacy and individual creativity.

Originality/value

The implications of this study highlight important considerations for enterprises in creative industry parks within and beyond China. This study provides industry leaders with a clearer and more insightful and coherent means of understanding the mediating mechanism between AL and creativity, and the moderating effects of AL between individual self-efficacy and creativity through a new linkage model.

Details

Leadership & Organization Development Journal, vol. 42 no. 4
Type: Research Article
ISSN: 0143-7739

Keywords

Click here to view access options
Article
Publication date: 15 March 2021

Lifan Chen, Shengming Liu, Yue Wang and Xiaoli Hu

This study argues that leader humility is an important facilitator of team creativity. Based on social learning theory, the study explores a new mechanism that links…

Abstract

Purpose

This study argues that leader humility is an important facilitator of team creativity. Based on social learning theory, the study explores a new mechanism that links humble leader behavior to team creativity through a path of team learning.

Design/methodology/approach

Data were collected in two private-owned technology companies located in South China. The two-time survey included 77 team leaders and 310 employees. An analysis of time-lagged, multisource data was conducted.

Findings

Evidence shows that humble leader behavior promotes team learning behavior through a social learning process, with a subsequent increase in team creativity. This influence is also strengthened when leader effectiveness is high.

Practical implications

Team creativity is an important determinant of organizational success. This research shows that humble leaders can motivate team creativity by acting as a role model. In addition, this research also reminds us that humble leader behavior loses its effect if the leader is incapable.

Originality/value

This research contributes to existing literature on humble leader behavior and team creativity, especially on the mechanisms and contingency effects between these factors.

Details

Journal of Managerial Psychology, vol. 36 no. 3
Type: Research Article
ISSN: 0268-3946

Keywords

Click here to view access options
Article
Publication date: 19 May 2021

Chenghao Men and Ruiqian Jia

Organizations is increasingly depending on team creativity to create a sustainable competitive advantage. The purpose of this study is to examine the relation between…

Abstract

Purpose

Organizations is increasingly depending on team creativity to create a sustainable competitive advantage. The purpose of this study is to examine the relation between knowledge-oriented leadership and team creativity.

Design/methodology/approach

The hypotheses were tested with a sample of 89 knowledge worker teams consisting of 412 employees and employers in China.

Findings

Results show that knowledge-oriented leadership is positively associated with team creativity, mediated by team learning. Additionally, task interdependence and task complexity can strengthen the positive relation between team learning and team creativity.

Originality/value

The study is the first to explore the relation between knowledge-oriented leadership and team creativity and the moderating role of task interdependence and task complexity in the relation between team learning and team creativity.

Details

Leadership & Organization Development Journal, vol. 42 no. 6
Type: Research Article
ISSN: 0143-7739

Keywords

1 – 10 of over 24000