Team Proactivity as a Linking Mechanism between Team Creative Efficacy, Transformational Leadership, and Risk‐Taking Norms and Team Creative Performance

Abstract

Despite the growing body of research on creativity in team contexts, very few attempts have been made to explore the team‐level antecedents and the mediating processes of team creative performance on the basis of a theoretical framework. To address this gap, drawing on Paulus and Dzindolet's (2008) group creativity model, this study proposed team creative efficacy, transformational leadership, and risk‐taking norms as antecedents of team creative performance and team proactivity as an intervening mechanism between these relationships. The results of team‐level regression analyses conducted on the leaders and members of 103 Korean work teams showed that team creative efficacy and risk‐taking norms were positively associated with team creative performance. Furthermore, the relationships between team creative efficacy and team creative performance and between risk‐taking norms and team creative performance were mediated by team proactivity. These findings offer new insights regarding the antecedents and the mediator of creative performance in team contexts and important implications for theory and practice.

Collective efficacy as a mediator between cooperative group norms and group positive affect and team creativity

“…Shin and Eom (2014) identified team creative efficacy as a team member variable, transformational leadership as a team structure, and risk-taking norms as a team climate, and investigated the mediating role of team proactivity in translating the effects of the three antecedents on team creative performance. Their findings indicated that team creative efficacy and risk-taking norms significantly influenced team creative performance through the mediating process of team proactivity.…”

“…Prior studies have largely focused on domain-specific efficacy (e.g., team creative efficacy) for anticipating team-level creativity in the workplace (e.g., Shin & Eom, 2014;Shin & Zhou, 2007). Creative self-efficacy is defined as the belief that one has the ability to produce creative outcomes (Tierney & Farmer, 2002).…”

“…Group positive affect Team creativity Due to such an inconsistency in prior findings, scholars have called for research investigating the effects of particular types of norms on team creativity (Goncalo & Staw, 2006;Kanter, 1988;Shin & Eom, 2014;Walton & Kemmelmeier, 2012). To answer this research call, we attend to cooperative group norms, which is one particular type of group norms that affect team processes and creativity.…”

Towards a Framework for Systemic Creativity in Engineering Organisations

“…In relation to leadership style, many researchers have found that transformational leadership in particular has a positive impact on organisational creativity ( [53], [54], [55], [56]). Transformational leadership has four key characteristics [57]: charisma (providing vision and mission); inspiration (communicating high expectations); intellectual stimulation (promoting intelligence and careful problem solving); and individualised consideration (treating each employee individually).…”

“…Transformational leadership is understood to influence individuals' creativity through psychological empowerment [58]. This is enacted through a wide variety of mechanisms, including: encouraging individuals to take risks, thereby encouraging divergent thinking [56]; assuring individuals that their ideas are valued, thereby encouraging them to voice creative ideas [56]; and increasing motivation [59]. Shin et al [59] argue that "among the team contextual factors, leadership plays the dominant role in workplaces".…”