A Cross-Level Examination of the Process Linking Transformational Leadership and Creativity: The Role of Psychological Safety Climate

Abstract

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Getting Creative With Resources: How Resilience, Task Interdependence, and Emotion Sharing Mitigate the Damage of Employee Role Ambiguity

“…Moreover, the frustration that comes with information shortages about their job responsibilities may undermine employees' motivation to come up with new ideas from which their organization could benefit (Amabile, 1996;O'Driscoll & Beehr, 2000). Employees tend to be less enthusiastic about the possibility of contributing to their organization's success through their positive work activities when they believe that their organization does not care for their well-being (Shalley & Gilson, 2004;Zhou & Pan, 2015). Adversity caused by role ambiguity may constitute a signal of the organization's disrespect for employees' daily efforts and contributions (Eathough et al, 2001;Schmidt et al, 2014), such that they come to believe it does not deserve their productive, creative activities.…”

“…The possible resistance that comes with disruptive creative behaviors can be particularly problematic in the presence of unfavorable work conditions that discourage such behaviors. For example, employees' propensity to go out of their way to generate novel ideas might be thwarted by unsupportive leadership (Zhou & Pan, 2015), excessive workloads (Kark, Van Dijk, & Vashdi, 2018), perceptions of organizational unfairness (Shalley & Gilson, 2004), or insufficient decision power (Si & Wei, 2012). An additional, rarely studied inhibitor of employees' creative behaviors also might stem from incomplete information available to them about their job responsibilities-a work condition that fuels uncertainty about their organizational functioning and career prospects (Chen, Lin, & Lien, 2011;Schmidt, Roesler, Kusserow, & Rau, 2014;Trépanier, Fernet, & Austin, 2013).…”

Reducing the harmful effect of work overload on creative behaviour: Buffering roles of energy‐enhancing resources

“…In short, we seek to contribute to previous research by investigating hitherto unexplored circumstances in which work overload is less likely to diminish creative behaviour. In so doing, we respond to general calls to apply contingency approaches to the study of creativity (Huang, Hsieh, & He, ; Pan, Sun, & Chow, ; Zhou & Pan, ), including the specific case in which employees suffer from excessive work pressures (Baer & Oldham, ; Binnewies & Wörnlein, ; De Clercq, Dimov, & Belausteguigoitia, ). We postulate that employees' negative reactions to excessive workloads, in the form of reduced creative behaviours, should be mitigated by their passion for work, emotion sharing and organizational commitment.…”

The Relationship of Coaching Leadership and Innovation Behavior: Dual Mediation Model for Individuals and Teams across Levels

“…When an employee has a high level of investment in the innovation process, it means that he will spend more time and effort to identify and solve problems than other less engaged colleagues, think about problems from multiple perspectives, are more likely to come up with new and useful ideas and ideas (Zhang & Bartol, 2010), and will be more creative (Jiang & Yang, 2015). Many studies have also proved that there is a positive relationship between employees' investment in innovation process and innovation behavior (Zhou & Pan, 2015;Zhang & Feng, 2016;Piyathasanan et al, 2018).…”

“…As a working resource at the team level, team mindfulness will promote employees' input in the innovation process. Previous studies have pointed out that employees' investment in the innovation process is related to their cognitive skills in problem-solving or task-solving, interpersonal relationships with other colleagues at work, and communication atmosphere in the team (Zhou & Pan, 2015). First of all, in teams with high mindfulness, team members maintain keen attention and awareness, focus more on work activities, and deal with problems in a more comprehensive manner (Leroy et al, 2013).…”