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Research findings concerning the effects of perceived overqualification on task performance are mixed. To reconcile the disparate findings, drawing on person‐environment theory, we propose cynicism toward the job and constructive deviance as contrasting dual pathways that explain the negative and positive effects of perceived overqualification on task performance and employee creativity. We also examine the moderating effects of dual‐focused transformational leadership (TFL) on the relationships between perceived overqualification and the two mediating mechanisms. We test this model using data collected from 469 employees and their 135 supervisors via two‐wave surveys. The results support the negative and positive mediating mechanisms. In addition, based on one field study and two online experiments, we find that individual‐focused TFL mitigates the relationship between perceived overqualification and cynicism toward the job, but that team‐focused TFL enhances the relationship between perceived overqualification and constructive deviance. [ABSTRACT FROM AUTHOR]

To better understand the effect of workplace well‐being on employee creativity, we examine the effect of servant leadership on employee creativity. Using the social exchange and conservation of resources theories, we constructed a research model to identify how servant leadership affects employee creativity and to investigate its mechanism and boundary conditions. Using data collected from employees and their supervisors, we adapted the hierarchical regression analysis and bootstrapping approach to test our research model. The results showed that servant leadership positively affected workplace well‐being, which enhances employee creativity. Psychological availability moderated the relationship between workplace well‐being and employee creativity. We also found that the indirect effect of servant leadership on employee creativity via workplace well‐being was significant when the employees had a high level of psychological availability. Moreover, the results indicated that experienced creative time pressure was negatively related to employee creativity and negatively moderated the link between workplace well‐being and employee creativity. The indirect effect of servant leadership on employee creativity was significant when the employees had a low level of experienced creative time pressure. The results of this study provide important theoretical and practical implications for servant leadership and employee creativity. [ABSTRACT FROM AUTHOR]

Based on affective events theory and the cognitive–affective processing system, this study explores indirect positive and negative effects of perceived abusive supervision on employee creativity through employees' affective reactions at work and how the centralization of decision making can moderate the associations between employee‐perceived abusive supervision and anxiety/anger. Using a cross‐lagged panel method to collect an effective sample of 200 employee participants which provided three‐week survey data, we tested causality between research variables with a structural equation modelling analysis using Mplus 8.0. The findings showed that a positive effect on employee creativity may occur when an employee experiences anxiety rather than anger when subject to abusive supervision. In addition, the influence of employee‐experienced abusive supervision on employee anger increases when the organization has highly centralized decision making, which hinders employees' creative performance. Theoretically and practically, this study contributes interesting and somewhat conflicting views to three areas of management literature—abusive supervision, employees' affective reactions and creativity management—including challenging the supposition that only uplifting styles of leadership can encourage employees to create new ideas. [ABSTRACT FROM AUTHOR]

Based on the social exchange theory, this paper constructs a moderated mediation model to explore the influence of after-hours work challenges after-hours on employee creativity. By collecting 268 questionnaires from Chinese employees and employing hierarchical regression and bootstrapping to test the hypotheses, the results show that after-hours work challenges can enhance employee creativity by improving their perceived insider status. Servant leadership, as a moderator, strengthens both the direct effect of after-hours work challenges on perceived insider status and the indirect effect on employee creativity. This research enriches the creativity and work design literature by addressing the previously unexplored relationship between after-hours work challenges and employee creativity. The study reveals that after-hours work assigned to employees needs to be challenging so that employees can experience personal development through completing it. Additionally, leaders' support and care during the after-hours work process are essential. [ABSTRACT FROM AUTHOR]

Based on knowledge management theory, this study proposes a multilevel model to examine the mediating mechanisms and boundary conditions of the impact of team social media usage (TSMU) on team creativity and on employee creativity. Hierarchical linear modelling analysis was conducted using time-lagged and multi-source research data collected from 431 employees within 57 work teams in China. The results indicate the following: (a) TSMU exerts a positive direct effect on team creativity and on employee creativity. (b) TSMU is positively correlated to team creativity via team knowledge utilisation and to employee creativity via employee information elaboration. (c) Knowledge leadership positively moderates the influence of TSMU on team knowledge utilisation and on employee information elaboration. (d) Knowledge leadership positively moderates the mediating effect of team knowledge utilisation and the mediating effect of employee information elaboration. These findings contribute to the existing research on TSMU and creativity, providing valuable insights into the role of knowledge leadership. [ABSTRACT FROM AUTHOR]

This research delves into the influence of office spaces infused with biophilic elements on the creativity of employees, examining differences across various biophilic indices. The study follows a correlational and comparative research design and data were collected from 222 employees including 152 workers from organisations with low biophilic index and 70 workers from organisations with high biophilic index following purposive sampling method. Biophilia Index has shown a significant positive correlation and a strong predictive value for creativity of employees and considerably higher correlation is found in environment factor of creativity. The t-test results indicate that employee creativity and its dimensions are comparatively higher in the group with high biophilic index than the group with low biophilic index. These findings emphasize the significance of integrating nature-inspired design features in workplaces to augment creativity, particularly focusing on the environmental facets of the work place setting. [ABSTRACT FROM AUTHOR]

The retail industry has complex and demanding work dynamics. In this context, a deep understanding of the factors that influence employee performance is highly relevant to managing retail companies. This study examines the interrelationships among work intensification, high-performance work systems (HPWS), emotional exhaustion, employee creativity, and employee performance within the retail industry. This study used a survey approach with a quantitative methodology; data were gathered through questionnaire distribution to 235 retail employees across Jakarta, Indonesia, utilizing non-probability convenience sampling. Analysis was conducted using partial least squares-structural equation modeling (PLS-SEM) via the SmartPLS version 3.3.3 tool. Results revealed that work intensification significantly and positively influences HPWS and emotional exhaustion (p < 0.05). While HPWS exhibited no significant impact on employee creativity, emotional exhaustion had a significant and negative effect (p > 0.05). Furthermore, employee creativity demonstrated a significant positive effect on employee performance (p < 0.05). It was a significant mediator between emotional exhaustion and employee performance, though not between HPWS and employee performance (p < 0.05). The study underscores the intricate dynamics within the retail work environment, highlighting the intertwined roles of HPWS, emotional exhaustion, and employee creativity. Practical implications emphasize the necessity for effective management strategies to navigate work intensification and emotional exhaustion, ultimately enhancing employee performance. Notably, this paper offers a comprehensive analysis of factors shaping employee performance in the retail sector, emphasizing the pivotal significance of HPWS, emotional exhaustion, and employee creativity as interconnected components.

AbstractGenerative artificial intelligence (AI) powered AI assistants provide opportunities to promote employee creativity. However, existing research ignores exploring the impact of AI assistants’ unique human-like characteristics on employee creativity, which means there are insufficient practical guidelines for implementing and designing AI assistants to promote employee creativity. Based on social network theory, this study constructs a theoretical model to investigate the relationship between the human-like characteristics of AI assistants and employee creativity and uses structural equation modeling to analyze questionnaire data from 243 employees. The results show that perceived intelligence and anthropomorphism of AI assistants positively influence employees-AI instrumental and expressive ties, both of which can enhance employee creativity. In particular, perceived intelligence has a stronger effect on the employee-AI instrumental ties, while perceived anthropomorphism has a stronger effect on the employee-AI expressive ties. In addition, the interaction intensity weakens the positive effects of perceived anthropomorphism on employee-AI instrumental and expressive ties. These findings provide practical guidance for implementing and designing AI assistants to promote employee creativity. [ABSTRACT FROM AUTHOR]

Supervisory feedback to stimulate research and development (R&D) employee creativity is a management issue that concerns scholars and practitioners. However, there are divergences and contradictions regarding whether negative feedback promotes or hinders employee creativity. Integrating the feedback intervention and cognitive appraisal theories, we developed a double-edged sword model for negative supervisory feedback's influence on creativity. We tested the proposed model using a field sample of 513 R&D employees from seven science and technology enterprises. The results indicated that R&D employee challenge and threat appraisal moderated negative supervisory feedback's effect on prevention focus and the distal consequences for creativity. Individuals with high (low) levels of challenge (threat) appraisal have decreased prevention focus, thereby increasing their creativity when receiving negative supervisory feedback. In contrast, individuals with low (high) challenge (threat) appraisal have increased prevention focus, thereby decreasing their creativity when receiving negative supervisory feedback. These findings offer interesting implications for research on negative feedback and stimulation of science and technology R&D employee creativity in organizations. [ABSTRACT FROM AUTHOR]

Copyright of Environmental & Social Management Journal / Revista de Gestão Social e Ambiental is the property of Environmental & Social Management Journal and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Purpose: The aim of the study was to analyze the relationship between transformational leadership and employee creativity in China. Methodology: This study adopted a desk methodology. A desk study research design is commonly known as secondary data collection. This is basically collecting data from existing resources preferably because of its low cost advantage as compared to a field research. Our current study looked into already published studies and reports as the data was easily accessed through online journals and libraries. Findings: The relationship between transformational leadership and employee creativity in China has shown that leaders who inspire and motivate employees significantly enhance creative output. Transformational leaders foster an environment that encourages innovation by providing intellectual stimulation and individualized consideration, which in turn boosts employees' intrinsic motivation and willingness to take risks. Studies indicate that such leadership styles positively impact employees' creative problem-solving abilities and the generation of novel ideas. Unique Contribution to Theory, Practice and Policy: Transformational leadership theory, social exchange theory & self-determination theory may be used to anchor future studies on relationship between transformational leadership and employee creativity in China. Organizations should design and implement leadership development programs that emphasize transformational leadership behaviors proven to enhance creativity, such as fostering intellectual stimulation and providing personalized support. Policymakers should create guidelines that integrate transformational leadership principles into organizational policies, particularly those related to performance management and leadership evaluation. [ABSTRACT FROM AUTHOR]

Integrating social information processing theory with self-determination theory, we explored the negative influence towards employee creativity from supervisor bottom-line mentality (BLM), which refers to a one-dimensional mindset solely focusing on bottom-line outcomes and neglecting other considerations. By introducing harmonious passion as a potential mechanism beneath the relationship, we proposed that supervisor BLM may deliver information about exclusively pursuing the bottom line and hinder employees from internalization of work activities into their identities, hence weakening their harmoniously passionate motivation at work and in turn impairing their creativity. We further probed humble leadership from behavioral perspective as a boundary condition of such negative influence, referring to supervisors' admitting their weaknesses and acknowledging employees' contributions as well as keeping open for new ideas. When supervisors present more humble leadership behaviors, the impeded internalization of employees may be recovered to some extent and the negative relationship between supervisor BLM and employee harmonious passion would be mitigated. An overall moderated mediation was proposed in our research model that humble leadership buffered the indirect effect from supervisor BLM to employee creativity. Our hypotheses were generally supported by a multi-wave survey data collected from an online platform. Theoretical contributions and practical implications of the study are discussed. [ABSTRACT FROM AUTHOR]

Employee creativity is essential for contemporary companies to survive and gain competitive advantages. Although previous studies have made efforts to identify organizational factors that improve or hinder employee creativity, a better understanding is still needed regarding the differences between radical and incremental creativity, especially the different mechanisms of how organizational factors impact two types of creativity. To address this issue, we aim to provide a systematic review through which to identify different antecedents that affect radical and incremental creativity, respectively, based on componential theory of creativity. At first, we clarified the definitions and measurements of radical and incremental creativity. Then, we categorized the antecedents of radical and incremental creativity to develop an integrative framework. Last but not least, we identified the different organizational factors regarding how to improve radical and incremental creativity. We also address several future research directions. [ABSTRACT FROM AUTHOR]

Purpose: This study aims to explore how visionary leadership influences innovative work behavior (IWB) with the mediating effect of knowledge sharing (KS), employee creativity and moderating role of work centrality in the relationship between employee creativity and IWB in the organization. Design/methodology/approach: A survey was administered to 304 respondents who were employees in different organizations in the United Arab Emirates. The data were analyzed through structural equation modeling using SmartPLS4. Findings: The results show that visionary leadership is significantly associated with KS and employee creativity. Moreover, employee creativity has a notable impact on IWB, and the connection between employee creativity and IWB remains unaffected by work centrality. Originality/value: This study offers a novel perspective by investigating the interrelationship between visionary leadership, KS, employee creativity, work centrality and IWB. A distinctive feature of this study lies in its focus on the mediation and moderation effects within this framework, with emphasis on a relatively new leadership style, visionary leadership. By exploring the mediating role of KS between visionary leadership and employee creativity, as well as the mediating role of employee creativity between KS and IWB, this study offers one of the first to highlight the underlying mechanisms that drive IWB. Furthermore, to the best of the authors' knowledge, this study is one of the first to introduce work centrality as a moderator in the relationship between employee creativity and IWB. [ABSTRACT FROM AUTHOR]

Despite several studies exploring the effect of abusive supervision on employee creativity from various perspectives, the social side of creativity remains largely unexplored. Building on the social identity model of organizational leadership and the dynamic componential theory of creativity, we purported that abusive supervision would dampen victims' creativity through coworkers' ostracism, but this effect would critically depend on leaders' in-group prototypicality. Results from a multi-wave and multi-source survey and a scenario experiment provided converging support to the proposed model. Specifically, we found that abusive supervisor was negatively related to employee creativity via coworkers' ostracism only among leaders high (vs. low) in-group prototypicality. Theoretical and managerial implications are discussed. [ABSTRACT FROM AUTHOR]

Copyright of Environmental & Social Management Journal / Revista de Gestão Social e Ambiental is the property of Environmental & Social Management Journal and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Xinwen He,1 Yunjian Zheng,1 Ye Wei2 1School of Management, Minzu University of China, Beijing, People’s Republic of China; 2School of Economics and Management, Guangxi University of Science and Technology, Liuzhou, People’s Republic of ChinaCorrespondence: Yunjian Zheng, School of Management, Minzu University of China, 27 Zhongguancun South Street, Haidian District, Beijing, 100081, People’s Republic of China, Tel +86 15857086287, Email zhengyunjian11@163.comPurpose: The purpose of our study is to explore how employees respond to illegitimate tasks and the impact it will have on employee creativity, as well as to explore the important boundary conditions for weakening the negative impact of illegitimate tasks and enhancing its positive impact.Methods: We collected 271 pairs of employee-supervisor valid matching data through three rounds of surveys, and conducted statistical analysis and hypothesis testing using SPSS 26.0 and AMOS 24.0 statistical analysis tools.Results: The results show that both job crafting and work withdrawal play a mediating role between illegitimate tasks and employee creativity, and the negative mediating role of work withdrawal is stronger than the positive mediating role of job crafting; supervisor developmental feedback not only positively moderates the relationship between illegitimate tasks and job crafting but also enhances the positive mediating role of job crafting; supervisor developmental feedback not only negatively moderates the link between illegitimate tasks and work withdrawal but also weakens the negative mediating role of work withdrawal.Conclusion: Drawing on Conservation of Resources theory and Stress-as-Offense-to-Self theory, we reveal that employees will adopt job crafting and work withdrawal in response to illegitimate tasks from positive and negative coping perspectives and how it will positively and negatively affect employee creativity, respectively. Meanwhile, we find that supervisor developmental feedback is a boundary condition for reducing the negative impact of illegitimate tasks and promoting their positive impact. In addition, we provide implications for organizations to weigh the pros and cons of illegitimate tasks and improve employee creativity.Keywords: illegitimate tasks, job crafting, work withdrawal, supervisor developmental feedback, employee creativity

Based on the interactionist perspective of organizational creativity, conservation of resource theory and social exchange theory, this study finds out the contextual factors from the social context of the organizations that affect the creativity of an employee. Data from the 443 engineers of software houses in Pakistan is collected through questionnaires. SPSS version 25 is used for demographics, internal reliability and mediation through Hayes macro process. AMOS26 is used for internal consistency, convergent validity and discriminant validity. Hayes macro process model 4 is used for mediation analysis. Findings have confirmed that abusive supervision is one of the major reasons behind the decrease in employee creativity. Employee silence partially mediates their relationship as the relationship between abusive supervision and employee creativity still remains significant. The mediating role of employee silence in the relationship between abusive supervision and employee creativity is an important novelty of this study. Several future directions about partial mediation, measuring scales and malevolent creativity are discussed in the future directions section of the study.

Drawing on social learning theory, this study presents a moderated mediation model to examine the role of proactive behavior and conformity value in the positive relationship between creative leadership and employees' creativity. Two-wave data are collected from 230 employees and their leaders in an automobile manufacturing enterprise in China, in which employees are encouraged to be creative because they need to implement novel designs and proposals to attract consumers. Statistical analysis reveals that proactive behavior partially mediates the influence of creative leadership on employees' creativity. Conformity value moderates not only the relationship between creative leadership and proactive behavior but also the indirect effect of creative leadership on employees' creativity via proactive behavior. The relationship and the mediating mechanism are stronger in the presence of employees' higher conformity value. We discuss the theoretical and practical implications as well as future research directions of the findings. [ABSTRACT FROM AUTHOR]

This paper explores the relationships among positive and negative work reflection during leisure time, psychological capital, and radical and incremental creativity. We collected data from 500 dyads of employees and their direct supervisors, and employed the structural equation model to test our research hypotheses. The results reveal that positive work reflection during leisure time is positively related to radical and incremental creativity, while negative work reflection during leisure time is negatively related to the two types of creativity. Our findings also suggest that psychological capital mediates the effects of positive and negative work reflection during leisure time on radical and incremental creativity. [ABSTRACT FROM AUTHOR]

The aim of this research is to identify and stratify the factors affecting sustainable human resource management in order to implement it effectively using structural interpretive modeling (ISM). Method: The current research is applied in terms of purpose and exploratory in terms of method, which was done in a mixed qualitative and quantitative way. In the first phase of the research, the meta synthesis method was used. In the second phase and the quantitative part, Interpretive Structural Modeling (ISM) method was used to level the factors and identify the most influential components. Findings: According to the results obtained from the research, 7 components and 43 indicators were identified and validated for this purpose. Conclusion: The results of this research indicate that the components of stakeholder pressure, government policies and regulations, factors related to human resources policy, cultural factors, and factors related to employees are interrelated variables; These variables have high dependence and high guiding power, in other words, the effectiveness and effectiveness of these criteria are very high and any small change on these variables causes fundamental changes in the system. Since the components that are determined as outputs in the last iterations will be more effective in terms of the interpretive structural equation method, therefore the components of government policies and regulations, and economic factors will be more effective and in order to achieve the implementation of sustainable human resources management. You should pay attention to these factors. [ABSTRACT FROM AUTHOR]

This research's primary aim was to analyze the significant influence of components of authentic leadership on knowledge-sharing behavior, employee creativity, and extra-role performance in Saudi Arabia's healthcare sector. This research utilized the quantitative primary research design approach. For this approach, data were collected from the healthcare sector organizations within Saudi Arabia. The study included 362 healthcare members and the data were collected with the help of a questionnaire using self-administered and online methods. Data collection was conducted in three phases. SmartPLS4 and SPSS were used for data analysis. Statistical analysis, including descriptive statistics, Pearson correlation, composite assessment analysis, and structural equation modeling, was conducted for data reliability, validity, and hypothesis testing. The study results showed that authentic leadership is crucial in promoting knowledge sharing and employee creativity, enhancing extra-role performance. Moreover, knowledge-sharing behavior and employee creativity mediate the relationship between authentic leadership and employee extra-role performance. Overall, using authentic leadership to strengthen knowledge-sharing behavior, employee creativity, and extra-role performance has a powerful effect on healthcare organizations, improving patient care and organizational efficiency. The study also provides the implications and importance of authentic leadership in the Saudi healthcare sector, considering the changes the Saudi work environment faces because of the implementation of Vision 2030. [ABSTRACT FROM AUTHOR]

Service innovation is a critical phenomenon for the service industry. The purpose of this study is to reveal whether service innovation directly affects employee creativity and their training-learning efforts, as well as whether work engagement has a mediating role in this relationship. In the context of the study, SEM was applied to analyze data collected from food and beverage employees of 5-star hotels. The results of the study revealed that service innovation and work engagement affected employee creativity and their training-learning efforts positively. This study makes a significant and original contribution to the hospitality literature because it is a new study model in terms of revealing the mediating effect of work engagement on employee creativity and their training and learning efforts. Furthermore, the implementation of this model by hotels can increase the success of food and beverage departments in ensuring employee work engagement which has a direct effect on the customer satisfaction process. [ABSTRACT FROM AUTHOR]