We investigated variable selective pressures among amino acid sites in HIV-1 genes. Selective pressure at the amino acid level was measured by using the nonsynonymous/synonymous substitution rate ratio (omega = dN/dS). To identify amino acid sites under positive selection with omega > 1, we applied maximum likelihood models that allow variable omega ratios among sites to analyze genomic sequences of 26 HIV-1 lineages including subtypes A, B, and C. Likelihood ratio tests detected sites under positive selection in each of the major genes in the genome: env, gag, pol, vif, and vpr. Positive selection was also detected in nef, tat, and vpu, although those genes are very small. The majority of positive selection sites is located in gp160. Positive selection was not detected if omega was estimated as an average across all sites, indicating the lack of power of the averaging approach. Candidate positive selection sites were mapped onto the available protein tertiary structures and immunogenic epitopes. We measured the physiochemical properties of amino acids and found that those at positive selection sites were more diverse than those at variable sites. Furthermore, amino acid residues at exposed positive selection sites were more physiochemically diverse than at buried positive selection sites. Our results demonstrate genomewide diversifying selection acting on the HIV-1.
Creative mindsets reflect the implicit beliefs individuals hold regarding the nature of creativity as innate (i.e., fixed mindset) or malleable (i.e., growth mindset). Karwowski (2014) developed the Creative Mindsets Scale (CMS), in which fixed and growth creative mindsets were each measured with five items. Across three studies, the current study aimed to examine its psychometric properties in Chinese settings and to explore to what extent effects of creative mindsets on creativity were generalized to the real workplace. Based on the survey data of 216 college students (Study 1) and 205 full-time employees (Study 2) in China, results consistently indicated that a twofactor structure, in which both types of creative mindsets were independent of each other, was confirmed. Measures of both types of creative mindsets were of satisfactory psychometric features in terms of reliability (internal consistency) and validity (construct, convergent, and discriminant validities). Furthermore, Study 1 provided evidence for the incremental validity of creative mindsets beyond mindsets of intelligence in explaining creative personal identity and creative self-efficacy. Based on a third independent sample consisting of 282 full-time employees from several Chinese companies, Study 3 further demonstrated that measures of creative mindsets could predict employees' creative performance as rated by their supervisors, lending additional support for their generalizability to the real workplace. Moreover, growth mindset, but not fixed mindset, was significantly related to creative performance, and such an effect was mediated by effort. The present study contributes to the creative mindset literature by cross-validating the CMS's psychometric properties in a new setting and empirically establishing the link between creative mindsets and employees' creativity in the real workplace.
Purpose
Drawing on the work design growth model (WDGM), this paper aims to explore the relationship between job complexity and employee creativity through feedback-seeking and the moderating effect of team leaders with a growth creative mindset.
Design/methodology/approach
The authors used an online survey to test the hypotheses. Data was collected in three waves from 74 supervisors and 349 paired employees in China.
Findings
Job complexity had a positive association with employees’ feedback-seeking, which further linked to employee creativity. This indirect effect was stronger in work teams with leaders endorsing a growth creative mindset.
Practical implications
Job complexity has become prevalent in organizations today. Taking daily complexity as a resource for nurturing employee creativity may balance organizations’ costs on formal training and give them more initiatives in long-term development. In addition, as the growth creative mindset is relatively easy to assess and change, it may bring insights in terms of creativity development.
Originality/value
By empirically testing the behavioural mechanism of WDGM, the learning and development perspective of work design offers a new explanation of the relationship between job complexity and employee creativity. The authors further extend WDGM by identifying leaders’ growth creative mindset to be a boundary condition.
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