The links among interpersonal conflict, personal and contextual resources, and creative behaviour

Abstract

This study examines how employees' exposure to interpersonal conflict might reduce their creative behaviour, with a particular focus on how this negative connection might be mitigated by their access to pertinent personal and contextual resources. Using data from employees who work in the construction sector, the empirical findings reveal that interpersonal conflict thwarts creativity, but this effect is weaker when employees can more easily control their emotions, have clear job descriptions, and are satisfied with how their employer communicates with them. Empathy exhibits a weak effect. This study accordingly reveals different means through which organizations can overcome the challenge that arises when emotion‐based conflicts steer employees away from creativity.

Interpersonal conflict as a barrier to task performance: the mediating role of workplace deviance and the moderating role of emotional intelligence

“…First, our study extends prior work by uncovering interpersonal conflict as a generic, detrimental factor that declines employee task performance. In addition to demonstrating a broader picture that helps to generalize the detrimental consequences of interpersonal conflict for individual behavior (De Clercq and Belausteguigoitia, 2020;Eissa et al, 2019), our result complements this line of research by providing evidence that interpersonal conflict can predict both workplace deviance behavior and poor task performance. Accordingly, this extension may have provided both theoretical and empirical hints for organizational researchers to investigate the effects of interpersonal conflict by focusing on how workplace deviance might mediate the association of interpersonal conflict with performance/relationship outcomes.…”

The link between interpersonal conflict and knowledge hiding: mediated by relatedness need frustration, moderated by narcissistic rivalry

“…Several negative responses may arise in interpersonal conflict situations, such as diminished creativity (De Clercq and Belausteguigoitia, 2021) and organizational citizenship behavior (Pooja et al , 2016) or enhanced quitting intentions (Li et al , 2011) and deviant work behaviors (Kundi and Badar, 2021). As mentioned in the Introduction, we identify three studies that cite a positive link between exposures to interpersonal conflict and knowledge hiding, as a specific type of organizational deviance; they seek to explain this link according to the mediating influences of employee cynicism (Akhlaghimofrad and Farmanesh, 2021), envy (Peng et al , 2021) or well-being (Losada-Otálora et al , 2021).…”

Canadian Journal of Administrative Sciences: A Retrospective Review Using Bibliometric Analysis

“…The most cited articles in this cluster concentrate on human resource practices and organizational commitment (353 citations) (Meyer & Smith, 2000), organizational outcomes of charismatic leadership (205 citations) (DeGroot et al., 2000), and the ethical values of transactional and transformational leaders (163 citations) (Kanungo, 2001). Other notable topics covered in this cluster include abusive supervision (Khan & Medica, 2020) adaptability (Charbonnier‐Voirin & Roussel, 2012), change‐championing behaviour (Kalyal & Grabarski, 2021), charisma (Conger et al., 1997), creativity and integrity (Palanski & Vogelgesang, 2011), counterproductive behaviour (Marcus et al., 2013), help‐giving discontinuity (Chou et al., 2020), interpersonal conflict (de Clercq & Belausteguigoitia, 2021), laissez‐faire leadership (Usman et al., 2020), leadership styles (Aronson, 2001), mindfulness (Charoensukmongkol & Pandey, 2021), organizational citizenship behaviour (Jawahar & Stone, 2017), passion (Forest et al., 2011), performance appraisal (Tziner et al., 1997), psychological health (Pellerin & Cloutier, 2018), recognition and well‐being (Gilbert & Kelloway, 2018), workplace empowerment or enslavement (Tennakoon, 2021), and value‐based shared leadership (Manz et al., 2011), among others.…”