This article proposed and tested a multilevel and interactional model of individual innovation in which weekly moods represent a core construct between context, personality, and innovative work behavior. Adopting the circumplex model of affect, innovative work behavior is proposed as resulting from weekly positive and high-activated mood. Furthermore, drawing on the Big Five model of personality and cognitive appraisal theory, openness to experience and support for innovation are proposed as individual and contextual variables, respectively, which interplay in this process. Openness to experience interacts with support for innovation leading to high-activated positive mood. Furthermore, openness interacts with these feelings leading to greater levels of innovative work behavior. Overall, the model entails a moderated mediation process where weekly high-activated positive mood represents a crucial variable for transforming contextual and individual resources into innovative outcomes. These propositions were tested and supported using a diary methodology and multilevel structural equation modeling, on the basis of 893 observations of innovative work behavior and moods nested in 10 weekly waves of data. This information was collected from 92 individuals of diverse occupations employed in 73 distinct companies. Theoretical and practical implications are discussed.Artículo de publicación SCOPU

No abstract

Affective presence is a novel personality construct that describes the tendency of individuals to make their interaction partners feel similarly positive or negative. We adopt this construct, together with the input-process-output model of teamwork, to understand how team leaders influence team interaction and innovation performance. In 2 multisource studies, based on 350 individuals working in 87 teams of 2 public organizations and 734 individuals working in 69 teams of a private organization, we tested and supported hypotheses that team leader positive affective presence was positively related to team information sharing, whereas team leader negative affective presence was negatively related to the same team process. In turn, team information sharing was positively related to team innovation, mediating the effects of leader affective presence on this team output. The results indicate the value of adopting an interpersonal individual differences approach to understanding how affect-related characteristics of leaders influence interaction processes and complex performance in teams. (PsycINFO Database Record

Employees can help to improve organizational performance by sharing ideas, suggestions, or concerns about practices, but sometimes they keep silent because of the experience of negative affect. Drawing and expanding on this stream of research, this article builds a theoretical rationale based on core affect and cognitive appraisal theories to describe how differences in affect activation and boundary conditions associated with cognitive rumination and cognitive problem-solving demands can explain employee silence. Results of a diary study conducted with professionals from diverse organizations indicated that within-person low-activated negative core affect increased employee silence when, as an invariant factor, cognitive rumination was high. Furthermore, within-person high-activated negative core affect decreased employee silence when, as an invariant factor, cognitive problem-solving demand was high. Thus, organizations should manage conditions to reduce experiences of low-activated negative core affect because these feelings increase silence in individuals high in rumination. In turn, effective management of experiences of high-activated negative core affect can reduce silence for individuals working under high problem-solving demand situations.

No abstract