Creative identity asymmetry: When and how it impacts psychological strain and creative performance

Wang, Yangxin; Kim, Youngsang; Lau, Dora C.

doi:10.1007/s10490-021-09793-7

Cited by 7 publications

(10 citation statements)

References 79 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…However, we were seeking an individual's belief that they were misidentified, regardless of what others actually thought. Further, as we wanted to explore the overall feeling of being misidentified (despite which particular identity might be salient), we adapted a measure that was developed and used by Purvanova (2013), which was subsequently validated by Wang et al (2021) to capture the general extent to which individuals felt they were identified incorrectly by their peers. The participants were asked to rate on a 7‐point Likert scale for three items after reading the following instructions: “Please answer the following questions about how you think you are perceived by your colleagues in your immediate work environment…” The items were: (1) “They see me incorrectly,” (2) “I feel inaccurately labeled by my colleagues,” and (3) “They categorize me incorrectly” ( M = 2.88, SD = 1.23, α = .82)”.…”

Section: Methodsmentioning

confidence: 99%

“…When it comes to interpreting others' response to these efforts to communicate and verify their identities however, literature shows that individuals are not always accurate about how they are seen (in reality) by those around them (e.g., Byron & Landis, 2020; Carlson et al, 2011; Fleenor et al, 2010; Johnson & Ferstl, 1999; Wang et al, 2021). An individual's own assumptions can influence what they believe others think about them, despite actual social feedback received (Ames, 2004; Frey & Tropp, 2006; Kenny & DePaulo, 1993).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

“…In particular, prior empirical highlights the important outcomes of incongruence (e.g., Wang et al, 2021) and how individuals can employ strategies to bring others in line with their self-views (e.g., Elsbach, 2003Elsbach, , 2004Swann et al, 2009), they have broadly overlooked why perceived incongruences influence some individuals differently than others. This is important because while we know that employees are not always accurate about how others see them (Ostroff et al, 2004;Sturm et al, 2014;Tsui & Ohlott, 1988), this incongruence may matter very little if they do not (or do) actually perceive this difference nor care about it.…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

How feeling misidentified can drive negative attitudes yet increase performance: The role of appraisals

Meister

Zhao

Gill³

et al. 2023

J Applied Social Pyschol

View full text Add to dashboard Cite

Internal identity asymmetry is the uncomfortable experience of having one's identity mistaken—feeling being misidentified—by others at work. Through two longitudinal field studies of working individuals, we investigate the consequences of internal identity asymmetry on individuals' attitudes and work performance. Importantly, we incorporate the stress and coping literature to examine how the individual's cognitive appraisal of the asymmetry (of negative affect and coping resources), together moderate the experience. Furthermore, our results also show that appraisals of negative affect and coping resources moderate the relationship between internal identity asymmetry and performance, such that identity asymmetry may also motivate increased performance at work, depending on this appraisal. Our findings shed light on the importance of cognitive appraisal for identity incongruent experiences at work, and how they might be harnessed for positive outcomes depending on appraisal, which can be developed and strengthened over time.

show abstract

Section: Methodsmentioning

confidence: 99%

Section: Theoretical Frameworkmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

How feeling misidentified can drive negative attitudes yet increase performance: The role of appraisals

Meister

Zhao

Gill³

et al. 2023

J Applied Social Pyschol

View full text Add to dashboard Cite

show abstract

“…Research has established that challenging stressors stimulate motivation and positive emotions (LePine et al, 2004), increase organizational commitment and loyalty (Chen and Tang, 2021), and thus promote of career calling (Eteves and Lopes, 2017). Moreover, challenging stressors enhance employees' initiative and creativity, which will reduce employees' intention to leave and turnover behavior (Podsakoff et al, 2007), and promote individuals to adopt innovative behaviors (Wang et al, 2021;Nanank et al, 2022); while threatening stressor diminish work motivation, sense of organizational support and organizational commitment, enhances negative emotions such as anxiety and job insecurity (Cavanaugh et al, 2000), leading to job burnout, job withdrawal (Liu, 2015) and UPB, etc. (Zhang et al, 2019).…”

Section: Cognitive Appraisal Theory Of Stressmentioning

confidence: 99%

Change or paradox: the double-edged sword effect of organizational crisis on employee behavior

Genqiang,

Yueying,

Yong

et al. 2024

JOCM

View full text Add to dashboard Cite

PurposeBased on cognitive appraisal theory of stress, this study develops an integrated model to examine the double-edged sword effect and boundary conditions of the impact of organizational crisis on employee behavior.Design/methodology/approachThis study collected 672 employees’ data through three stages of longitudinal follow-up. Hierarchical regression analysis and SPSS macro process were used to test the hypotheses.FindingsThe paper finds that organizational crisis induces unethical pro-organizational behavior through enhanced job insecurity and foster taking charge by stimulating career calling. Employee resilience negatively moderates the relationship between organizational crisis and job insecurity as well as the indirect effects of organizational crisis on unethical pro-organizational behavior through job insecurity. Conversely, it positively moderates the association between organizational crisis and career calling and the indirect effects on taking charge through career calling.Research limitations/implicationsThis study not only expands the research on the mechanisms of organizational crisis' effects on employees' behaviors but also provides practical guidance for corporate managers on how to respond to organizational crisis.Practical implicationsThe following insights are available to organizations and managers: first, this study confirms that organizational crisis can be perceived as threatening stressors that create job insecurity, which in turn leads to pro-organizational unethical behavior. Therefore, managers in organizational crisis should focus on stress regulation and guidance, pay timely attention to changes in the mindset of employees to reduce job insecurity, and strictly prohibit unethical pro-organizational behavior. They should promptly calm and control the atmosphere of panic and anxiety in the organization, do a good job of coordinating the division of labor, reduce personnel conflicts and contradictions, create a good organizational climate and reduce employees' sense of stress and negative perceptions of organizational crisis, thus reducing job insecurity and being able to meet the challenges in a better state. Secondly, this study confirms that employees also perceive organizational crisis as challenges and develop career calling, which in turn inspires proactive change behaviors. This suggests that managers in organizational crisis should promote the positive perception of organizational crisis as challenge, stimulate the career calling of employees in organizational crisis and call on and encourage employees to actively adopt taking charge. Therefore, managers should promptly give employees work affirmation, rewards and punishments, enhance the sense of participation and intrinsic motivation of subordinates, improve self-efficacy and self-confidence levels, effectively reduce the negative perception of organizational crisis, awaken positive psychological energy within individuals, increase their sense of belonging to the organization and thus, increase employees' awareness of the positive challenges of organizational crisis, stimulate employees' career calling through positive and optimistic beneficial pressure drive them to lead the corresponding changes in the crisis. Finally, this study confirms that employees' own resilience can change the double-edged sword effect of organizational crisis. Employees with high resilience are more likely to see organizational crisis as challenge and are thus more likely to develop career calling and are more inclined to initiate change, while employees with low resilience are more likely to see organizational crisis as threat, are more negatively affected by them, develop greater job insecurity and are, thus, more inclined to commit unethical pro-organizational behaviors. This reflects the fact that organizations should constantly cultivate employees' resilience and enhance their cognitive toughness at the same time. For instance, the organization can regularly use promotional lectures and scenarios to help leaders and employees establish corporate ethics, strengthen moral beliefs and correctly understand the nature of unethical affinity behavior. Managers should encourage and advocate positive and correct behaviors such as overcoming difficulties, positive innovation and positive suggestions to promote the sustainable and healthy development of the organization.Social implicationsThe results of this study can increase the organization’s understanding of the negative effects of crisis, help the organization take measures to manage and guide the employees in organizational crisis, more effective and targeted functional changes within the organization, reduce stress damage and improve the efficiency and effectiveness of crisis management. It is also beneficial to improve competitiveness and foresight in the organization’s industry and enhance organizations and employees’ resilience.Originality/valueThis study explores the double-edged sword effect of organizational crisis on employees’ behavior from the perspective of the cognitive appraisal theory of stress, which theoretically opens up a new research perspective, enriches the research in the fields of organizational crisis and taking charge, pro-organizational unethical behavior relationship and practically provides theoretical guidance for enterprises and managers on how to effectively respond to organizational crisis from the employees, which is of great practical significance.

show abstract

“…Creative self-efficacy is an important factor in developing employee creativity [ 19 , 26 , 27 , 28 , 29 ], and it depends on factors such as personal duties, education, and leadership behavior [ 19 ]. For example, previous studies have suggested that both the creative role identity of employees and the expectations of leaders increase creative self-efficacy [ 30 , 31 , 32 ]. However, excessive demands for creativity have been shown to reduce creative self-efficacy and creativity.…”

Section: Introductionmentioning

confidence: 99%

Paradoxical Leadership and Involvement in Creative Task via Creative Self-Efficacy: A Moderated Mediation Role of Task Complexity

Jung

Kang

Choi

2022

Behavioral Sciences

View full text Add to dashboard Cite

Modern organizational environments encounter serious competition and paradoxical situations. This study discusses the effect of paradoxical leadership on overcoming competitive and paradoxical situations happening in the Korean workplace. More specifically, it investigates the dynamic relationship between paradoxical leadership and involvement in creative tasks in a Korean context and examines whether creative self-efficacy positively mediates this relationship. Our research design addresses the moderating role and moderated mediating role of task complexity in the relationship between paradoxical leadership and the involvement in creative tasks via creative self-efficacy. The main hypotheses were tested by using a cross-sectional design and administering questionnaires to 268 employees working in Korean firms. Empirical analysis revealed that paradoxical leadership is positively related to involvement in creative tasks and creative self-efficacy and that creative self-efficacy positively mediated the relationship between paradoxical leadership and involvement in creative tasks. Importantly, as the relationship between paradoxical leadership and creative self-efficacy depends on task complexity, the mediated relationship was effective under high task complexity. Uncovering the relationship between paradoxical leadership and involvement in creative tasks with the mediating role of creative self-efficacy and the moderated mediating role of task complexity can provide useful theoretical and managerial implications.

show abstract

Creative identity asymmetry: When and how it impacts psychological strain and creative performance

Cited by 7 publications

References 79 publications

How feeling misidentified can drive negative attitudes yet increase performance: The role of appraisals

How feeling misidentified can drive negative attitudes yet increase performance: The role of appraisals

Change or paradox: the double-edged sword effect of organizational crisis on employee behavior

Paradoxical Leadership and Involvement in Creative Task via Creative Self-Efficacy: A Moderated Mediation Role of Task Complexity

Contact Info

Product

Resources

About