Turning shame into creativity: The importance of exposure to creative team environments

González-Gómez, Helena V.; Richter, Andreas W.

doi:10.1016/j.obhdp.2014.09.004

Cited by 43 publications

(50 citation statements)

References 87 publications

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“…In terms of outcomes, extant research demonstrates that shame motivates both withdrawal (e.g., avoidance; Scherer & Wallbott, ; Schmader & Lickel, ) and approach (e.g., restorative) behaviors (e.g., Bonner, Greenbaum, & Quade, ; de Hooge, Breugelmans, & Zeelenberg, ; González‐Gómez & Richter, ; Lickel, Kushlev, Savalei, Matta, & Schmader, ; Tangney, Miller, Flicker, & Barlow, ). Employees may handle their shame differently depending on whether they believe their reparation will be successful (de Hooge, Zeelenberg, & Breugelmans, ).…”

Section: Moral Emotions In the Management Sciencesmentioning

confidence: 99%

“…If reparation is viewed as risky or difficult, an employee may handle their shame through avoidance rather than reparation. Furthermore, because shame is self‐threatening, it may motivate employees to engage in behaviors that serve to restore their positive self‐images (e.g., creative behaviors; González‐Gómez & Richter, ). Research by Bonner, Greenbaum, and Quade () also found that employees react to their own shame by engaging in exemplification behaviors to restore their images as good, helpful employees.…”

Section: Moral Emotions In the Management Sciencesmentioning

confidence: 99%

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Moral emotions: A review and research agenda for management scholarship

et al. 2019

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Summary By discussing “families” of moral emotions, we synthesize and review the moral emotions literature in an effort to advance organizational scholarship. First, we broadly discuss “what constitutes a moral emotion?” Second, we critically examine each family of moral emotions. We discuss key controversies and debates, particularly in terms of construct overlap, and provide recommendations. Third, we review scholarly work on each family of moral emotions in the workplace and offer ideas for future research. Finally, in our general future directions, we discuss a range of theoretical perspectives that can be used to advance the moral emotions literature in the management field.

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Section: Moral Emotions In the Management Sciencesmentioning

confidence: 99%

Section: Moral Emotions In the Management Sciencesmentioning

confidence: 99%

Moral emotions: A review and research agenda for management scholarship

et al. 2019

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“…For example, past research showed that intrapersonal negative emotions such as shame, which could potentially be an affective reaction to leader displays of disappointment, can be beneficial for creative performance (González-Gómez & Richter, 2015). Following from this, researchers could look at various combinations between two discrete emotions using the theoretical framework of this study and examine whether or not the effects of emotional inconsistency on creative performance hold for a variety of discrete emotion combinations.…”

Section: Limitations and Directions For Future Researchmentioning

confidence: 99%

The Two-Faced Leader: Effects of Leader Emotional Inconsistency on Follower Creative Performance

Stollberger¹,

Guillaume

2016

AMPROC

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Doctor of Philosophy 2016 THESIS SUMMARYBased on a review of the literatures pertaining to leadership, affect, and creative performance, the studies conducted as part of this thesis aim at testing a research model that examines how and under which conditions leader emotional inconsistency between happiness and anger is related to follower creative performance. For an experimental test of the proposed research model I collected data from 94 followers for whom a leader-follower interaction was simulated using a video manipulation. Moderated mediation analyses revealed that leader emotional inconsistency was positively associated with follower creative performance via increases in creative process engagement, but only for followers with high levels of epistemic motivation, which sheds light on the importance of follower's information processing capabilities when faced with complex emotional leadership. I replicated the results of the first study in a second experiment where a leader-follower interaction was simulated using a scenario manipulation. Using data collected from 81 followers, moderated mediation analyses showed that leader displays of emotional inconsistency were positively related to creative performance via increases in creative process engagement for followers with high levels of epistemic motivation. Both experimental studies provide evidence towards the directionality of the examined interrelationships across different types of experimental manipulations employed. Finally, I replicated the research model of this thesis in a field setting using a measurement scale of leader emotional inconsistency specifically developed for this study. Week-level data was collected from 60 leader-follower dyads working in two organisations and providing a total of 253 matched weekly leader and follower responses. Multilevel moderated mediation analyses showed that follower weekly creative performance follows from weekly leader displays of emotional inconsistency via increases in weekly creative process engagement for followers with high epistemic motivation. Taken together, the studies conducted provide both internal and external validity to the theoretically derived research model of this thesis.Keywords: Leader emotional inconsistency; happiness; anger; creative process engagement; creative performance; epistemic motivation; experiment; diary study; multilevel research; EASI theory 3 DEDICATION Kedves Tatámnak, nyugodj békében.To my dear grandpa, may you rest in peace.Szász Mihály (1925 -2016) 4 ACKNOWLEDGEMENTS Many colleagues and friends supported me on my PhD journey and I would like to express my gratitude to them. First of all, I would like to thank my supervisor Dr Yves Guillaume for steering me through the three intense years it took me to complete this thesis. As I never really warmed up to the label "student", I thank Yves for his patience and perseverance in dealing with a rebellious and at times stubborn PhD student such as myself. I also want to thank Prof Richard Crisp for his assistance in the writ...

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“…Although much is now known about CPE and despite the documented influence of emotions on work engagement (Kahn, ), the question of how employees' affective experiences at work influence their motivation to engage in creative processes still remains poorly understood (Ashkanasy & Dorris, ; Brief & Weiss, ; Drazin et al, ; To, Tse, & Ashkanasy, ). In particular, previous studies have neither adequately addressed the motivational and behavioral implications of discrete emotions such as anger for CPE (Amabile, Barsade, Mueller, & Staw, ; Baas, De Dreu, & Nijstad, ; Brief & Weiss, ; Davis, ; Raghunathan & Pham, ), nor have they fully taken social contexts into account to identify the circumstances under which emotions may or may not lead to CPE (Davis, ; González‐Gómez & Richter, ; To et al, ). Examining how anger, one of the most frequently experienced and recognized discrete emotions in organizational contexts (Averill, ), influences CPE in different social contexts would shed light on the unclear impact of emotions on CPE.…”

Section: Introductionmentioning

confidence: 99%

“…Although the extant research has emphasized the role of facilitative social contexts in materializing the creative potential of various affective experiences (e.g., George & Zhou, ; George & Zhou, ; González‐Gómez & Richter, ; To et al, ), contexts that directly or indirectly restrict or hinder employees' creative expression (namely, inhibitive social contexts) have received scant research attention (J. Zhou & Hoever, ). It is an important omission.…”

Section: Introductionmentioning

confidence: 99%

The impact of anger on creative process engagement: The role of social contexts

2017

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Drawing on the cognitive persistence perspective of creativity and conservation of resources theory, we investigated how 2 social contexts (perceived relationship conflict and coworker support for creativity) influence the relationship between anger and creative process engagement (CPE) in organizations. We tested our hypotheses using 422 daily surveys from 98 participants, collected over 5 consecutive workdays. The results show that anger perceived relationship conflict and coworker support for creativity interact to influence CPE. Specifically, when relationship conflict is high, the anger-CPE relationship is positive for employees who receive high coworker support for creativity, but negative for those who receive low coworker support for creativity. In contrast, when relationship conflict is low, the anger-CPE relationship is positive but does not differ at high versus low coworker support for creativity.

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Turning shame into creativity: The importance of exposure to creative team environments

Cited by 43 publications

References 87 publications

Moral emotions: A review and research agenda for management scholarship

Moral emotions: A review and research agenda for management scholarship

The Two-Faced Leader: Effects of Leader Emotional Inconsistency on Follower Creative Performance

The impact of anger on creative process engagement: The role of social contexts

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