Do office tyrants and centralized decision making drive workplace creative behaviours?

IF 3.7 3区 管理学 Q2 MANAGEMENT Creativity and Innovation Management Pub Date : 2024-01-30 DOI:10.1111/caim.12593
Ci-Rong Li, Chen-Ju Lin, David Pauleen
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Abstract

Based on affective events theory and the cognitive–affective processing system, this study explores indirect positive and negative effects of perceived abusive supervision on employee creativity through employees' affective reactions at work and how the centralization of decision making can moderate the associations between employee-perceived abusive supervision and anxiety/anger. Using a cross-lagged panel method to collect an effective sample of 200 employee participants which provided three-week survey data, we tested causality between research variables with a structural equation modelling analysis using Mplus 8.0. The findings showed that a positive effect on employee creativity may occur when an employee experiences anxiety rather than anger when subject to abusive supervision. In addition, the influence of employee-experienced abusive supervision on employee anger increases when the organization has highly centralized decision making, which hinders employees' creative performance. Theoretically and practically, this study contributes interesting and somewhat conflicting views to three areas of management literature—abusive supervision, employees' affective reactions and creativity management—including challenging the supposition that only uplifting styles of leadership can encourage employees to create new ideas.

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办公室暴君和集中决策会推动工作场所的创新行为吗?
本研究以情感事件理论和认知-情感处理系统为基础,通过员工在工作中的情感反应,探讨感知到的辱骂性监督对员工创造力的间接正面和负面影响,以及决策集中化如何缓和员工感知到的辱骂性监督与焦虑/愤怒之间的关联。我们采用交叉滞后面板法收集了 200 个有效样本,这些样本提供了为期三周的调查数据,我们利用 Mplus 8.0 进行了结构方程建模分析,检验了研究变量之间的因果关系。研究结果表明,当员工在受到辱骂性监督时体验到的是焦虑而非愤怒,这可能会对员工的创造力产生积极影响。此外,当组织的决策高度集中,阻碍了员工的创造性表现时,员工所经历的滥用监督对员工愤怒情绪的影响也会增加。从理论和实践上讲,本研究为管理文献的三个领域--滥用性监督、员工的情感反应和创造力管理--提供了有趣且有些冲突的观点,包括对只有振奋人心的领导风格才能鼓励员工创造新想法的假设提出了质疑。
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来源期刊
CiteScore
7.70
自引率
11.40%
发文量
57
期刊介绍: Creativity and Innovation Management bridges the gap between the theory and practice of organizing imagination and innovation. The journal''s central consideration is how to challenge and facilitate creative potential, and how then to embed this into results-oriented innovative business development. The creativity of individuals, coupled with structured and well-managed innovation projects, creates a sound base from which organizations may operate effectively within their inter-organizational and societal environment. Today, successful operations must go hand in hand with the ability to anticipate future opportunities. Therefore, a cultural focus and inspiring leadership are as crucial to an organization''s success as efficient structural arrangements and support facilities. This is reflected in the journal''s contents: -Leadership for creativity and innovation; the behavioural side of innovation management. -Organizational structures and processes to support creativity and innovation; interconnecting creative and innovative processes. -Creativity, motivation, work environment/creative climate and organizational behaviour, creative and innovative entrepreneurship. -Deliberate development of creative and innovative skills including the use of a variety of tools such as TRIZ or CPS. -Creative professions and personalities; creative products; the relationship between creativity and humour; arts and amp; humanities side of creativity.
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