The relationship between attachment style and creativity: The mediating roles of LMX and TMX

Kirrane, Melrona; Kilroy, Steven; Kidney, Rachel; Flood, Patrick C.; Bauwens, Robin

doi:10.1080/1359432x.2019.1646247

Cited by 25 publications

(16 citation statements)

References 200 publications

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“…Enhanced knowledge sharing will help both the team and individual employees in the team achieve higher levels of creativity (Oldham and Cummings, 1996). Second, team members who experience high-quality exchange relationships with their team leader are more motivated and more likely to enjoy autonomy in dealing with challenging tasks (Lin et al, 2018;Kirrane et al, 2019). Risk taking in new procedures and experimenting with novel ideas lead to superior creativity for the whole team and the team members.…”

Section: Team-level Leader-member Exchange and Creativitymentioning

confidence: 99%

Abusive Supervision, Leader-Member Exchange, and Creativity: A Multilevel Examination

Teng

Zhou

et al. 2021

Front. Psychol.

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Despite the growing attention on the topic of abusive supervision, how abusive supervision affects individual and team creativity have not yet been thoroughly investigated. Drawn from the perspective of leader-member exchange (LMX), the current study develops a multilevel model to describe the relationships between abusive supervision and creativity at both team and individual levels, with a focus on the roles played by team-level leader-member exchange (TLMX) and LMX differentiation (DLMX). Based on data collected from 319 team members and their team leaders in 71 teams, the results show that abusive supervision has a negative relationship with TLMX, a practice that is conducive to both team and individual creativity. At the team level, the negative relationship between abusive supervision and TLMX is lessened by a higher level of DLMX. In addition, the positive relationship between TLMX and team creativity is weakened by a higher level of DLMX. Theoretical and practical implications of the findings are discussed.

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Section: Team-level Leader-member Exchange and Creativitymentioning

confidence: 99%

Abusive Supervision, Leader-Member Exchange, and Creativity: A Multilevel Examination

Teng

Zhou

et al. 2021

Front. Psychol.

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“…Following review studies on LMX [ 38 , 39 ] and TMX [ 43 ], as well as a range of studies targeting both constructs [ 121 , 122 , 123 , 124 , 125 ], these variables are defined and measured in this study at an individual level, with follower rather than leader perceptions.…”

mentioning

confidence: 99%

How and When Does Psychological Wellbeing Contribute to Proactive Performance? The Role of Social Resources and Job Characteristics

Boudrias

Montani

Vandenberghe

2021

IJERPH

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Are psychologically healthy employees more proactive at work? Surprisingly, responses to this question are lacking as empirical research has overlooked the wellbeing–proactive performance relationship. Drawing insights from the conservation of resources theory and the motivational fit perspective, this study proposes that leader-member exchange and team-member exchange act as social resources that convey the benefits of psychological wellbeing to subsequent proactive performance. Moreover, job complexity and task interdependence—two job characteristics that enhance the motivational potential of social resources—are expected to amplify these positive indirect relationships. Data from a three-wave, time-lagged study conducted among employees (N = 318) from French-Canadian organizations were used to test our hypothesized model. The results indicated that leader-member exchange mediated a positive relationship between wellbeing and proactive performance and that the contribution of wellbeing to proactive performance via leader-member exchange was increased when job complexity was higher. We also found a negative indirect relationship between wellbeing and proactive performance via team-member exchange when team interdependence was lower. Theoretical and practical implications of this research are discussed.

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“…In high-quality exchange relationships, the leader shares more constructive and comprehensive ideas with the employees ( He et al, 2021 ). Meanwhile, employees who experience high-quality exchange relationships with their leader are more motivated and more likely to enjoy autonomy while dealing with challenging tasks ( Lin et al, 2018 ; Kirrane et al, 2019 ). Risk-taking in new procedures and experimenting with novel ideas lead to superior creativity for employees.…”

Section: Theoretical Background and Research Hypothesesmentioning

confidence: 99%

Leader’s Implicit Followership and Employees’ Innovative Behavior: Chain Mediation Effect of Leader–Member Exchange and Psychological Empowerment

Wei

Yan

et al. 2022

Front. Psychol.

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In the Chinese society, where power distance is high, leaders’ attitudes and behavior toward employees determine their career development as well as affect the entire team’s performance. Therefore, exploring the kind of employees that leaders expect in China is essential. Based on implicit followership theory perspective, this study considers leaders’ positive implicit followership (LPIF) as the main research variable and examines its influence on employees’ innovative behavior (EIB). Moreover, it explores the multiple mediation effect of the leader–member exchange (LMX) relationship and psychological empowerment (PE) in this influence mechanism. The study sample comprised 389 leaders and their direct employees at 45 large- and medium-sized enterprises in Shandong, Beijing, Hebei, Shanghai, Shanxi, Zhejiang, and other regions of China. We used the leader–employee 1:1 matching questionnaire, and the longitudinal research design was adopted to avoid homology variance, making the study results more realistic and reliable. This study used the SPSS 26.0 and AMOS 26.0 statistical software to verify the hypotheses. Our findings show that LPIF has a significant positive effect on EIB, and LMX and PE have multiple mediation effects on the relationship between LPIF and EIB. When the level of LPIF is high, LMX and PE are also enhanced, which in turn promotes the increase in EIB. This study provides a new perspective for subsequent research on the psychological mechanism of employees and suggests an important method for understanding leadership and following processes in an organization. It plays a guiding role for the management practice of an enterprise, selection of leaders, and training of employees.

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The relationship between attachment style and creativity: The mediating roles of LMX and TMX

Cited by 25 publications

References 200 publications

Abusive Supervision, Leader-Member Exchange, and Creativity: A Multilevel Examination

Abusive Supervision, Leader-Member Exchange, and Creativity: A Multilevel Examination

How and When Does Psychological Wellbeing Contribute to Proactive Performance? The Role of Social Resources and Job Characteristics

Leader’s Implicit Followership and Employees’ Innovative Behavior: Chain Mediation Effect of Leader–Member Exchange and Psychological Empowerment

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