Feedback-seeking from team members increases employee creativity: the roles of thriving at work and mindfulness

2021 ◽  
Author(s):  
Teng Wang ◽  
Dongdong Wang ◽  
Zongrui Liu
Keyword(s):  
Feedback Seeking ◽  
Employee Creativity ◽  
Team Members ◽  
Thriving At Work

Multilevel social predictors of employee feedback-seeking behavior: A cost–benefit perspective

2019 ◽  
Vol 47 (2) ◽  
pp. 1-11
Author(s):  
Sun Young Sung ◽  
Young Won Rhee ◽  
Jae Eun Lee ◽  
Jin Nam Choi ◽  
Hye Jung Yoon
Keyword(s):  
Work Teams ◽  
Cost Benefit ◽  
Social Characteristics ◽  
Work Team ◽  
Feedback Seeking ◽  
Social Predictors ◽  
Team Members ◽  
Seeking Behavior ◽  
Or Team ◽  
The Impact

In this study, we examined the two distinct dimensions of feedback-seeking behavior (FSB), namely, feedback-seeking frequency and feedback-seeking breadth. We focused on work team properties and team members’ social characteristics, and identified the multilevel social contextual predictors for each FSB dimension in an organizational team setting. Participants were 187 employees in 45 work teams in various industries in South Korea. Results show that feedback-seeking frequency was significantly positively related to three individual or team characteristics (i.e., emotional competence, team reflexivity, and task interdependence), but feedback-seeking breadth was significantly positively related to only one dimension, team reflexivity. Our findings provide an understanding of the multilevel emergent process of FSB in work teams, and the impact of the multilevel antecedents on the two FSB dimensions. Theoretical and practical implications are discussed.

Abusive supervision and employee creativity

2016 ◽  
Vol 54 (1) ◽  
pp. 130-147 ◽  
Author(s):  
Wenxing Liu ◽  
Pengcheng Zhang ◽  
Jianqiao Liao ◽  
Po Hao ◽  
Jianghua Mao
Keyword(s):  
Data Collection ◽  
Organizational Identification ◽  
Psychological Safety ◽  
Abusive Supervision ◽  
Social Identification ◽  
Employee Creativity ◽  
Content Type ◽  
Team Members ◽  
Identification Theory ◽  
The Relationship

Purpose – Prior researches have indicated that leadership had an important impact on employee creativity. However, the authors know little about the link between the dark side of leadership-abusive supervision, and employee creativity, as well as its underlying mechanisms. Combining psychological safety theory and social identification theory, the purpose of this paper is to examine the relationship between abusive supervision and employee creativity and the mediating role of psychological safety and organizational identification between abusive supervision and employee creativity. Design/methodology/approach – The authors conducted a multi-source and time-lagged data collection. At Time 1, team members evaluated abusive supervision and psychological safety, and at Time 2, team members evaluated organization identification, and team leaders evaluated members’ creativity. Abusive supervision, psychological safety were evaluated at first stage and organizational identification, creativity were evaluated at second stage, being conducted 2-4 weeks later after the first stage. Finally 423 participants completed two waves of data collection. Findings – The results suggested that, abusive supervision had negative effects on psychological safety and organizational identification, and psychological safety partially mediated the relationship between abusive supervision and organizational identification, and organizational identification fully mediated the relationship between psychological safety and creativity, and the negative effect of abusive supervision on employee creativity was mediated by psychological safety and then by organizational identification. Originality/value – This study identifies and examines the mechanism underlying the effect of abusive supervision, and suggests that psychological safety and organizational identification are two important mediators of the complex relationship between abusive supervision and employee creativity. Therefore, this study not only re-examines the inconsistent effect of abusive supervision on employee creativity, but also represents the first attempt at integrating the psychological safety perspective and social identification theory to study employee creativity and offers important implications for theory development.

The role of knowledge sharing and LMX to enhance employee creativity in theme park work team

2018 ◽  
Vol 30 (5) ◽  
pp. 2343-2359 ◽  
Author(s):  
Shu-hsien Liao ◽  
Chih-chiang Chen ◽  
Da-chian Hu
Keyword(s):  
Knowledge Sharing ◽  
Theme Park ◽  
Employee Creativity ◽  
Content Type ◽  
Team Members ◽  
Individual Level ◽  
Member Exchange ◽  
Multi Level ◽  
Customer Services ◽  
The Individual

Purpose This paper aims to empirically test individual, team and multi-level relationships among knowledge sharing (KS), leader–member exchange (LMX), employee creativity (EC) and team innovation (TI). The study tests how KS affects EC via LMX at lower and multi levels. At a higher level, how creativity affects TI is also tested. Design/methodology/approach Questionnaires were sent to 43 team leaders and 215 team members from the largest theme park in Taiwan, E-DA, who are engaged in offering creative and innovative customer services. Multilevel analysis was conducted based on the questionnaires received. Findings Major findings agree the contention that KS can improve EC via LMX at both employee and multi-level. The results also indicate that KS affects team creativity (TC) at the team level; however, TC and TI do not have a significant positive relationship. Originality/value The study examined how to enhance employees’ creativity from the individual and team levels in a theme park, an area with rare literature. The authors found that LMX is an important mediator between KS and EC. The mediated effect of KS on EC through LMX is higher in a cross level than individual level. In addition, a team’s KS has more effect on EC than the individual level.

Authentic leadership and employee creativity: testing the multilevel mediation model

2017 ◽  
Vol 38 (3) ◽  
pp. 482-498 ◽  
Author(s):  
Bao-Da Xu ◽  
Shu-Kuan Zhao ◽  
Ci-Rong Li ◽  
Chen-Ju Lin
Keyword(s):  
Authentic Leadership ◽  
Positive Relationship ◽  
Survey Analysis ◽  
Team Leaders ◽  
Employee Creativity ◽  
Content Type ◽  
Member Exchange ◽  
Indirect Relationship ◽  
Relationship Of ◽  
Thriving At Work

Purpose The purpose of this paper is to test a multilevel framework to further explicate how team leaders’ authentic leadership is related to their followers’ individual creativity. Design/methodology/approach This study is based on a questionnaire survey/analysis of analyses of multisource and lagged data from 63 team leaders and 428 followers in Taiwan. Findings The findings demonstrated that leader-member exchange (LMX) and team psychological safe climate mediated the positive relationship of authentic leadership on followers thriving at work. Furthermore, employee thriving at work sequentially mediated the positive relationship between authentic leadership and employee creativity. The author also found that indirect relationship of LMX with employee creativity through thriving at work was stronger when authentic leadership was higher. Originality/value The authors contribute to the existing understanding that authentic leadership relates to individual creativity through three multilevel mechanisms: leaders modeling their authenticity to develop and maintain their dyad-level exchange relationships with their followers (LMX), motivating the team, captured by team-level psychological safe climate and its members, reflected by employee-level thriving at work, and facilitating the relationship between LMX and employee thriving at work.

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