工作场所对教师创造力的影响:工作场所欺凌、组织欺凌风险因素与创造力的双波研究

None Elżbieta Strutyńska-Laskus, Kamila Madeja-Bień, Małgorzata Gamian-Wilk
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引用次数: 0

摘要

基于情感事件理论,本研究探讨了组织特征和职场欺凌暴露对创造力下降的预测作用。虽然已经确定了工作中创造力的几种抑制因素,但很少有纵向研究旨在确定诸如工作场所欺凌之类的情感事件是否会影响员工的创造力。在目前的两波、时滞面板设计研究中(N = 261),教师。消极活动问卷、工作场所欺凌风险评估问卷和创造性行为问卷共完成2次,每波间隔6个月。结果表明,第一波中特定的消极工作环境(即工作场所欺凌风险因素)与第一波和第二波中的工作场所欺凌暴露有关,并导致第二波中个人创造力的下降。此外,在第一波遭遇职场霸凌预示着在第二波中两个创造力方面的下降,即自我实现和自我力量。然而,当模型中包含组织因素时,遭受欺凌不再预示着创造力方面的下降。为了促进教师的创造力,必须通过建立建设性的社会氛围和培养适当的领导实践来防止工作场所欺凌。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
How the Workplace Influences Teachers’ Creativity: A Two-Wave Study on Workplace Bullying, Organisational Bullying Risk Factors and Creativity
Based on affective events theory, the present two-wave study investigated the predictive role of organisational features and exposure to workplace bullying in generating decreased creativity. Although several inhibitors of creativity at work have been identified, few longitudinal studies have aimed to determine whether affective events such as workplace bullying impact employees’ creativity. In the present two-wave, time-lagged panel design study (N = 261), teachers. completed the Negative Activities Questionnaire, the Risk Assessment of Workplace Bullying Questionnaire and the Creative Behavior Questionnaire twice, with a six-month interval between waves. The results indicate that specific negative workplace conditions – that is, workplace bullying risk factors – in the first wave were related to exposure to workplace bullying in the first and second waves and also led to a decrease in individual creativity in the second wave. Moreover, exposure to workplace bullying in the first wave predicted a drop in two creativity facets, self-realisation and ego strength, in the second wave. However, when organisational factors were included in the model, exposure to bullying no longer predicted a decrease in creative aspects. It is suggested that to promote teachers’ creativity, it is essential to prevent workplace bullying by building a constructive social climate and fostering proper leadership practices.
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