{"title":"Do office tyrants and centralized decision making drive workplace creative behaviours?","authors":"Ci-Rong Li, Chen-Ju Lin, David Pauleen","doi":"10.1111/caim.12593","DOIUrl":null,"url":null,"abstract":"<p>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.</p>","PeriodicalId":47923,"journal":{"name":"Creativity and Innovation Management","volume":null,"pages":null},"PeriodicalIF":3.7000,"publicationDate":"2024-01-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":null,"platform":"Semanticscholar","paperid":null,"PeriodicalName":"Creativity and Innovation Management","FirstCategoryId":"91","ListUrlMain":"https://onlinelibrary.wiley.com/doi/10.1111/caim.12593","RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q2","JCRName":"MANAGEMENT","Score":null,"Total":0}
引用次数: 0
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.
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.