Cognitive diversity and team creativity: Effects of team intrinsic motivation and transformational leadership

Wang, Xiao‐Hua; Kim, Tae‐Yeol; Lee, Deog-Ro

doi:10.1016/j.jbusres.2016.02.026

Cited by 193 publications

(170 citation statements)

References 53 publications

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“…First, we focused mainly on examining the intervening mechanisms and the associated network of mediators. Although we explored samples' geographic base and method factors as moderators, researchers (e.g., Mittal & Dhar, ; X. H. Wang et al, ) have identified other theoretical moderators (e.g., knowledge sharing and leader creativity expectations) affecting the relationships identified in this study. Put differently, some moderators not included in the study may also play important roles in the relationships, given that the results of meta‐analysis show high levels of I 2 and Q values (Tett, Hundley, & Christiansen, ).…”

Section: Overall Discussion and Directions For Future Researchmentioning

confidence: 99%

“…Individualized consideration means the extent to which leaders pay attention to a subordinate's needs and concerns. Researchers have identified that transformational leaders have the potential to help their subordinates develop and enhance creativity by serving as role models (Shamir, House, & Arthur, ), creating organizational contexts that favor creativity (Avolio, Bass, & Jung, ; Bass, ), and/or providing knowledge and information for creativity implementation (Gong et al, ; X. H. Wang, Kim, & Lee, ). That is, pro‐creativity organizational environments may emerge from transformational leaders' behaviors.…”

Section: Theoretical Review and Hypothesesmentioning

confidence: 99%

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Transformational leadership and creativity: A meta‐analytic review and identification of an integrated model

2019

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Summary We conduct a meta‐analytic review that yields important insights about the existing research on transformational leadership and creativity. Additionally, we propose and test an integrated model using meta‐analytic structural equation modeling (MASEM) and full information MASEM (FIMASEM) techniques to better understand the intervening mechanism through which transformational leadership acts on creativity. The results of the meta‐analysis of 127 studies show that most of the bivariate relationships among transformational leadership, employee creativity, and pre‐identified mediators are significant; further, geographic base of studies significantly moderates some of the relationships. The MASEM results indicate that several mediators intervene in the relationship between transformational leadership and creativity. Although the total effect of transformational leadership on creativity is positive, its direct effect is negative when mediators are included. Additionally, there are significant relationships among the mediators that can be theoretically supported, but have not been investigated in prior transformational leadership and creativity studies. On the basis of these findings, we provide conclusions and directions for future studies.

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Section: Overall Discussion and Directions For Future Researchmentioning

confidence: 99%

Section: Theoretical Review and Hypothesesmentioning

confidence: 99%

Transformational leadership and creativity: A meta‐analytic review and identification of an integrated model

2019

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“…() proposed that the positive relationship between cognitive diversity and individual creativity would exist only when transformational leadership and creative self‐efficacy were high. However, most studies have only centred on task‐relevant actions as mediators to identify positive association between cognitive diversity and creativity and examined few contextual factors (Shin et al ., ; Wang et al ., ). Those insufficient investigations leave doubts about whether distinct differences in cognitions can cause difficulty in building cooperative and trustful relationships and further impede innovation, and about which environment supports for the positive role of cognitive diversity.…”

Section: Introductionmentioning

confidence: 97%

“…Accelerating business change and fierce competition have prompted organizations and teams to pursue creativity and innovation to survive and succeed (Shin, Kim, Lee, & Bian, ; Wang, Kim, & Lee, ). Hence, diverse teams with different knowledge backgrounds and varied information sources are increasingly needed to establish (Guillaume, Dawson, Woods, Sacramento, & West, ), which makes it considerably significant to study the relations between team diversity and creativity/innovation.…”

Section: Introductionmentioning

confidence: 99%

Cognitive diversity and innovative work behaviour: The mediating roles of task reflexivity and relationship conflict and the moderating role of perceived support

Chen

Liu

Zhang

et al. 2019

J Occupat & Organ Psyc

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Previous research has merely explored the positive relationship between cognitive diversity and creativity, but the potential negative side of cognitive diversity might also prevail and should be examined together with its positive side. To address this gap, our study, drawing on the categorization–elaboration model framework, explored both the positive and negative effects of cognitive diversity on creativity/innovation in a single model. Using data collected from 101 teams (including both team leaders and team members) in 10 Chinese manufacturing companies, we identified a dual pathway – namely, task reflexivity (i.e., positive pathway) and relationship conflict (i.e., negative pathway) – in the linkage of cognitive diversity and innovative work behaviour (i.e., IWB). Cognitive diversity encouraged IWB via the task reflexivity pathway, but impeded IWB via the relationship conflict pathway. We further demonstrated that perceived support for innovation moderated the relationships between cognitive diversity and task reflexivity/relationship conflict, with cognitive diversity more related to task reflexivity and less related to relationship conflict when perceived support for innovation was high. Moderated mediation effects also indicated that the positive indirect effect of cognitive diversity on IWB through task reflexivity existed only when support for innovation was high and that the negative indirect effect of cognitive diversity on IWB through relationship conflict occurred only when support for innovation was low. Practitioner points This study informs team managers about the double‐edged‐sword effect of cognitive diversity on innovative work behaviour and calls for future research on how to manage diverse teams composed of individuals with different cognitions. Cognitive diversity was found to influence innovative work behaviour positively via task reflexivity and negatively via relationship conflict. Therefore, team managers should encourage their employees to rethink and re‐evaluate task‐related issues but not translate this into emotional exclusion. Perceived support for innovation strengthened the positive effect of cognitive diversity and weakened its negative influence. Therefore, team managers should build up such an environment by showing support and encouragement of innovation in teams of employees with different cognitions.

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“…Un gran número de autores se refieren a este tipo de motivación como la verdadera esencia desencadenante de comportamientos, ya que la disposición del individuo no requiere del uso de refuerzos o recompensas (White 1959;Ryan 1982;Schwartz y Waterman 2006;Wang et al 2016). …”

Section: Autor Definiciónunclassified

Motivación de compra: un estudio comparativo entre el pequeño comercio y los grandes centros comerciales

Monferrer¹

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Cognitive diversity and team creativity: Effects of team intrinsic motivation and transformational leadership

Cited by 193 publications

References 53 publications

Transformational leadership and creativity: A meta‐analytic review and identification of an integrated model

Transformational leadership and creativity: A meta‐analytic review and identification of an integrated model

Cognitive diversity and innovative work behaviour: The mediating roles of task reflexivity and relationship conflict and the moderating role of perceived support

Motivación de compra: un estudio comparativo entre el pequeño comercio y los grandes centros comerciales

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