Testing an alternative relationship between individual and contextual predictors of creative performance

2009 ◽  
Vol 37 (1) ◽  
pp. 117-135 ◽  
Author(s):  
Hyoun Sook Lim ◽  
Jin Nam Choi
Keyword(s):  
Panel Data ◽  
Positive Attitude ◽  
Group Norms ◽  
Psychological Processes ◽  
Affective States ◽  
Process Variables ◽  
Creative Performance ◽  
Supportive Leadership ◽  
Affective Process ◽  
Constructive Group

Existing studies have been focused mainly on the effects of individual and contextual factors on creativity, leaving unaddressed the intermediate processes through which these predictors affect creativity. Based on previous theoretical arguments, we proposed that individuals' cognitive and affective states with regard to creativity comprise the direct antecedents of creative performance. Specifically, we hypothesized that creativity efficacy and positive attitude toward creativity mediate the effects on creative performance of individual creative ability, supportive leadership, and constructive group norms. The empirical results based on multisource, longitudinal panel data clearly indicate that these cognitive and affective process variables mediate the effects of both individual and contextual variables on creative performance. These findings reveal potential psychological processes that should be targeted when educators and managers design interventions to increase creative performance of individuals.

“We Drink, Therefore We Are”

2011 ◽  
Vol 14 (5) ◽  
pp. 637-649 ◽  
Author(s):  
Andrew G. Livingstone ◽  
Hollie Young ◽  
Antony S. R. Manstead
Keyword(s):  
Alcohol Consumption ◽  
Social Inclusion ◽  
Positive Attitude ◽  
Heavy Drinking ◽  
Group Norms ◽  
Heavy Alcohol ◽  
Complementary Pattern ◽  
The Social ◽  
Heavy Alcohol Consumption ◽  
Ingroup Identity

We consider how ingroup norms, identification and individual attitudes interact when a behaviour (heavy alcohol consumption) is defining of an ingroup identity. We sampled 115 students at a UK university, measuring ingroup identification and attitudes to heavy drinking before manipulating the ingroup drinking norm (moderate vs. heavy). Heavy drinking intentions and tendencies to socially include/exclude two target students—one of whom drank alcohol regularly and one of whom did not—were measured. As predicted, participants with a positive attitude to heavy drinking and who identified strongly with the ingroup reported stronger intentions to drink heavily when the ingroup had a moderate, rather than a heavy drinking norm, indicating resistance to the normative information. A complementary pattern emerged for the social inclusion/exclusion measures. Implications for theory and interventions that focus on group norms are discussed.

Understanding the psychological processes involved in the demobilizing effects of positive cross-group contact

2012 ◽  
Vol 35 (6) ◽  
pp. 447-448 ◽  
Author(s):  
Nicole Tausch ◽  
Julia C. Becker
Keyword(s):  
Collective Action ◽  
Positive Affect ◽  
Negative Emotions ◽  
Theoretical Framework ◽  
Psychological Processes ◽  
Strategic Process ◽  
Group Contact ◽  
Affective Process ◽  
Action Tendencies

AbstractA theoretical framework is required that explains why and how cross-group contact reduces collective action and how the demobilizing effects can be counteracted. We propose that at least two mechanisms are involved: an affective process whereby the positive affect created offsets negative emotions and action tendencies, and a more strategic process whereby individual advancement comes to seem like a possibility.

scholarly journals The Emotion Regulation Roots of Job Satisfaction

2020 ◽  
Vol 11 ◽  
Author(s):  
Hector P. Madrid ◽  
Eduardo Barros ◽  
Cristian A. Vasquez
Keyword(s):  
Job Satisfaction ◽  
Emotion Regulation ◽  
Work Outcomes ◽  
Diary Study ◽  
Positive And Negative Affect ◽  
Complex Relationship ◽  
Psychological Processes ◽  
Affective States ◽  
Positive Attitudes ◽  
Core Variable

Job satisfaction is a core variable in the study and practice of organizational psychology because of its implications for desirable work outcomes. Knowledge of its antecedents is abundant and informative, but there are still psychological processes underlying job satisfaction that have not received complete attention. This is the case of employee emotion regulation. In this study, we argue that employees’ behaviors directed to manage their affective states participate in their level of job satisfaction and hypothesize that employee affect-improving and -worsening emotion regulation behaviors increase and decrease, respectively, job satisfaction, through the experience of positive and negative affect. Using a diary study with a sample of professionals from diverse jobs and organizations, for the most part, the mediational hypotheses were supported by the results albeit a more complex relationship was found in the case of affect worsening emotion regulation. This study contributes to expanding the job satisfaction and emotion regulation literatures and informs practitioners in people management in organizations about another route to foster and sustain positive attitudes at work.

scholarly journals Supervisory Leadership at the Frontlines: Street-Level Discretion, Supervisor Influence, and Street-Level Bureaucrats’ Attitude Towards Clients

2019 ◽  
Vol 30 (2) ◽  
pp. 307-323 ◽  
Author(s):  
Shelena Keulemans ◽  
Sandra Groeneveld
Keyword(s):  
Transformational Leadership ◽  
Positive Attitude ◽  
Role Model ◽  
Leadership Behaviors ◽  
Work Conditions ◽  
Professional Status ◽  
Supportive Leadership ◽  
Street Level ◽  
Street Level Bureaucrats ◽  
Practical Implications

Abstract Steering street-level bureaucrats is utterly complex due to their discretion and professional status which grant them relative autonomy from supervisory directives. Drawing from transformational leadership theory, this article explores the opportunities these work conditions provide for supervisory leadership at the frontlines. Looking at street-level bureaucrats’ attitude towards clients, we analyze how the frontline supervisor affects this core perception that protrudes the human judgments street-level bureaucrats are required to pass in their use of their discretion. Using a survey dataset of 971 street-level bureaucrats and their 203 frontline supervisors, this study shows that frontline supervisors function as an attitudinal role model to street-level bureaucrats. Moreover, their supportive leadership behaviors are crucial to them upholding a positive attitude towards clients. Supportive leadership does not unequivocally strengthen the supervisor’s position as an attitudinal referent, though. These findings challenge pessimistic assessments of the potential for supervisory leadership at the frontlines. Theoretical and practical implications are discussed.

scholarly journals INVESTIGATING THE ROLE OF MANAGER’S ATTITUDE FOR THE PERFORMANCE OF SUBORDINATES: A STUDY FOR COMPARISON BETWEEN BOSS AND A LEADER

2016 ◽  
Vol 12 (1) ◽  
Author(s):  
Syed Waleed Warsi ◽  
Keyword(s):  
Leadership Style ◽  
Positive Attitude ◽  
Practical Implication ◽  
Descriptive Analysis ◽  
Manufacturing Companies ◽  
Ethical Considerations ◽  
Supportive Leadership ◽  
Financial Firms ◽  
Supportive Role

Purpose: This study examines the perception of the subordinates about their Bosses. The objective of this research is to test whether the Boss is always right in respect of his or her behavior, attitude, dealing with subordinates and ethical considerations. Methodology: A well-designed questionnaire based on Lickert scale has been used to conduct a comprehensive from the professionals from various companies in Pakistan including banking, Financial Firms and Manufacturing Companies. The study considers the applications of OLS estimation and descriptive analysis for empirical evidences. Findings: The findings of this study suggest that Manager as Leader has positive and supportive role in organizational success. The respondent has agreed that their Manager as Leader behaves with positive attitude, fulfill ethical consideration and makes judgment impartially. The respondents believe that their Manager as Leader usually response to them with positive and supportive attitude which help them in achieving their objectives. The respondents show their consent that the behavior of their Manager as Leader is impartial and unbiased during conflict resolution and submission of recommendation for evaluation. Further, it also has been concluded that Manager as Leader prefer organizational objectives over their personal objectives and their Manager as Leader do not force them to do any unethical deed to benefit them. Lastly, the Manager as Leader also appreciates the innovative ideas of the subordinates. Practical Implication: This study suggests that performance of an employee can be increased via leadership attitude of the manager, whereas, the employees are not satisfied with traditional or boss type attitude of a manager. This study recommends a supportive leadership style for the managers.

Group Experiences and Individual Differences in Stuttering

2019 ◽  
Vol 62 (12) ◽  
pp. 4335-4350 ◽  
Author(s):  
Seth E. Tichenor ◽  
J. Scott Yaruss
Keyword(s):  
Individual Differences ◽  
Support Groups ◽  
Support Group ◽  
Affective States ◽  
Life Outcomes ◽  
Self Help ◽  
Wide Range ◽  
Group Experiences ◽  
History Of ◽  
Adults Who Stutter

Purpose This study explored group experiences and individual differences in the behaviors, thoughts, and feelings perceived by adults who stutter. Respondents' goals when speaking and prior participation in self-help/support groups were used to predict individual differences in reported behaviors, thoughts, and feelings. Method In this study, 502 adults who stutter completed a survey examining their behaviors, thoughts, and feelings in and around moments of stuttering. Data were analyzed to determine distributions of group and individual experiences. Results Speakers reported experiencing a wide range of both overt behaviors (e.g., repetitions) and covert behaviors (e.g., remaining silent, choosing not to speak). Having the goal of not stuttering when speaking was significantly associated with more covert behaviors and more negative cognitive and affective states, whereas a history of self-help/support group participation was significantly associated with a decreased probability of these behaviors and states. Conclusion Data from this survey suggest that participating in self-help/support groups and having a goal of communicating freely (as opposed to trying not to stutter) are associated with less negative life outcomes due to stuttering. Results further indicate that the behaviors, thoughts, and experiences most commonly reported by speakers may not be those that are most readily observed by listeners.

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