Paraskevas Petrou, Dimitri van der Linden, A. Bakker
{"title":"开放性对渐进与激进创造力的影响及领导者行为的调节作用","authors":"Paraskevas Petrou, Dimitri van der Linden, A. Bakker","doi":"10.1027/1614-0001/a000393","DOIUrl":null,"url":null,"abstract":"Abstract: Although openness to experience has been consistently related to employee creativity, we know less about how this relationship manifests when one makes a distinction between incremental creativity (i.e., minor modifications of existing practices) and radical creativity (i.e., major departures from existing practices). Our present work is driven by two expectations. First, we expect that openness more strongly relates to radical than incremental creativity. Second, we expect that the link between openness and incremental creativity becomes stronger when leaders display closing behaviors (i.e., they control adherence to rules) or they refrain from opening behaviors (i.e., they do not emphasize the importance of free experimentation). To test our propositions, we conducted four studies: one survey study with self-ratings of openness and creativity, one survey study with both self-ratings and other ratings of openness and creativity, one semi-experimental survey study, and one weekly diary survey study. Our studies largely provide support to the idea that openness has stronger links with radical than incremental creativity. Furthermore, our weekly study revealed that the link between openness and incremental creativity is stronger when closing leader behaviors are high and, at the same, opening leader behaviors are low. We discuss our findings and suggest how managerial practice can guide open employees to improve their potential for incremental creativity.","PeriodicalId":47049,"journal":{"name":"Journal of Individual Differences","volume":null,"pages":null},"PeriodicalIF":1.2000,"publicationDate":"2023-03-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"1","resultStr":"{\"title\":\"Effects of Openness on Incremental Versus Radical Creativity and the Moderating Role of Leader Behaviors\",\"authors\":\"Paraskevas Petrou, Dimitri van der Linden, A. Bakker\",\"doi\":\"10.1027/1614-0001/a000393\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"Abstract: Although openness to experience has been consistently related to employee creativity, we know less about how this relationship manifests when one makes a distinction between incremental creativity (i.e., minor modifications of existing practices) and radical creativity (i.e., major departures from existing practices). Our present work is driven by two expectations. First, we expect that openness more strongly relates to radical than incremental creativity. Second, we expect that the link between openness and incremental creativity becomes stronger when leaders display closing behaviors (i.e., they control adherence to rules) or they refrain from opening behaviors (i.e., they do not emphasize the importance of free experimentation). To test our propositions, we conducted four studies: one survey study with self-ratings of openness and creativity, one survey study with both self-ratings and other ratings of openness and creativity, one semi-experimental survey study, and one weekly diary survey study. Our studies largely provide support to the idea that openness has stronger links with radical than incremental creativity. Furthermore, our weekly study revealed that the link between openness and incremental creativity is stronger when closing leader behaviors are high and, at the same, opening leader behaviors are low. We discuss our findings and suggest how managerial practice can guide open employees to improve their potential for incremental creativity.\",\"PeriodicalId\":47049,\"journal\":{\"name\":\"Journal of Individual Differences\",\"volume\":null,\"pages\":null},\"PeriodicalIF\":1.2000,\"publicationDate\":\"2023-03-15\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"1\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Journal of Individual Differences\",\"FirstCategoryId\":\"102\",\"ListUrlMain\":\"https://doi.org/10.1027/1614-0001/a000393\",\"RegionNum\":4,\"RegionCategory\":\"心理学\",\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"Q4\",\"JCRName\":\"PSYCHOLOGY, SOCIAL\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Journal of Individual Differences","FirstCategoryId":"102","ListUrlMain":"https://doi.org/10.1027/1614-0001/a000393","RegionNum":4,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q4","JCRName":"PSYCHOLOGY, SOCIAL","Score":null,"Total":0}
Effects of Openness on Incremental Versus Radical Creativity and the Moderating Role of Leader Behaviors
Abstract: Although openness to experience has been consistently related to employee creativity, we know less about how this relationship manifests when one makes a distinction between incremental creativity (i.e., minor modifications of existing practices) and radical creativity (i.e., major departures from existing practices). Our present work is driven by two expectations. First, we expect that openness more strongly relates to radical than incremental creativity. Second, we expect that the link between openness and incremental creativity becomes stronger when leaders display closing behaviors (i.e., they control adherence to rules) or they refrain from opening behaviors (i.e., they do not emphasize the importance of free experimentation). To test our propositions, we conducted four studies: one survey study with self-ratings of openness and creativity, one survey study with both self-ratings and other ratings of openness and creativity, one semi-experimental survey study, and one weekly diary survey study. Our studies largely provide support to the idea that openness has stronger links with radical than incremental creativity. Furthermore, our weekly study revealed that the link between openness and incremental creativity is stronger when closing leader behaviors are high and, at the same, opening leader behaviors are low. We discuss our findings and suggest how managerial practice can guide open employees to improve their potential for incremental creativity.
期刊介绍:
Researchers, teachers, and students interested in all areas of individual differences (e.g., gender, temperament, personality, intelligence) and their assessment in human and animal research will find the Journal of Individual Differences useful. The Journal of Individual Differences publishes manuscripts dealing with individual differences in behavior, emotion, cognition, and their developmental aspects. This includes human as well as animal research. The Journal of Individual Differences is conceptualized to bring together researchers working in different areas ranging from, for example, molecular genetics to theories of complex behavior.