Subjects: Psychology >> Social Psychology submitted time 2023-03-27 Cooperative journals: 《心理学报》
Abstract： Team creativity is becoming more and more essential for organizations to adapt to dynamically changing environment. Previous literature on team creativity was mainly focused on the impact of leadership behavior on employees’ creative motivation and subsequent creative performance. Less attention has been paid to employees’ cognitive response to leaders’ expectation on creativity. Therefore, based on normative reference group theory and process-oriented theory of knowledge emergence in teams, the current study attempted to examine the mediating effects of employees’ behaviors in response to supervisor’s creativity expectation (i.e., team knowledge exchange behavior and team boundary spanning behavior), and investigate the moderating role of supervisor’s creative role identity. Data was collected from 568 employees working in 116 teams from four IT and software companies in Beijing and Shenzhen, China. Three waves of data collection were conducted. In the first wave, participants were required to report their demographic information (e.g. age, gender, education, and tenure), and their perceptions of supervisors’ creativity expectation. In the second wave, participants assessed team knowledge exchange behavior and team boundary spanning behavior. In the third wave, team supervisors evaluated their own creative role identity and team creativity. We used Mplus 7.2 to estimate our hypothesized models.Results showed that: 1) supervisors’ creativity expectation was positively related to both team knowledge exchange behavior and team boundary spanning behavior. 2) Team knowledge exchange behavior was positively associated with team creativity, whereas the relationship between team boundary spanning behavior and team creativity was not significant. 3) Supervisors’ creative role identity significantly moderated the relationship between team boundary spanning behavior and team creativity. Specifically, when supervisors had high level of creative role identity, team boundary spanning behavior did not distract from team creativity, whereas when supervisors’ creative role identity was low, team boundary spanning behavior harmed team creativity. The moderating effect of supervisor’s creative role identity on the relationship between team knowledge exchange behavior and team creativity was not significant.The current study contributes to the literature of team creativity in several aspects. First, different from previous team creativity literature, this study demonstrated a cognitive model explaining how team leader’s creativity expectation influences team creativity. Second, this study extended the normative reference group theory by clarifying the roles of leader’s creativity expectation and creative role identity in enhancing team creativity. Specifically, our study implies that both of team knowledge exchange behavior and team boundary spanning behavior are both stimulated by team supervisors’ creativity expectation. More importantly, supervisors’ creative role identity plays an important role in mitigating the negative effects of team boundary spanning behavior on team creativity. Third, this study also contributed to the process-oriented theory of knowledge emergence in teams by demonstrating the essential role of leader in enhancing the collective process of creative knowledge learning and sharing. Accordingly, managerial implications regarding team creativity management are discussed. We suggest that supervisors in knowledge-intensive companies should always be a real creator to enhance team creativity.
Subjects: Psychology >> Social Psychology submitted time 2023-03-27 Cooperative journals: 《心理学报》
Abstract： Emotional labor refers to the process of regulating both feelings and expressions in response to the display rules for promoting organizational goals. Instead of conceptualizing emotional labor as a stable behavioral tendency, the current study applied self-regulation theory to understand emotional labor (expressing proper emotion at work) as a self-regulation process, and specific emotional labor strategies (i.e., deep acting and surface acting) as approaches employees use to cope with negative moods on a daily basis. By surveying 210 customer service representatives of a call center for fourteen consecutive workdays, this diary study examined a multilevel model of daily emotional labor, with morning negative affect as a within-person level predictor, and employee job tenure and emotional intelligence as between-person level moderators. Specifically, the main effects of daily negative affect on emotional labor strategies were reflected by mean values of the random slopes at the within-person level. To test the cross-level interactive effects, the random slopes of “morning negative affect-daily emotional labor strategies” relations were regressed on job tenure and emotional intelligence; the interactive effects were indicated by significant effects of between-level moderators on given within-level random slopes. Results showed that service employees were more likely to engage in deep acting on days when they experience lower levels of negative mood. Further, job tenure and emotional intelligence significantly attenuated the negative effect of morning negative affect on daily deep acting. Specifically, the negative relationship between morning negative affect and daily deep acting was weaker (versus stronger) for employees with longer (versus shorter) job tenure, or higher (versus lower) emotional intelligence. Additionally, employees’ emotional intelligence also moderated the relationship between morning negative affect and surface acting, but in different directions. To be concrete, for employees with higher emotional intelligence, there was a positive relationship between morning negative affect and daily surface acting; whereas the relationship reflected a negative trend for employees with less emotional intelligence. The current study contributes to the literature of emotional labor in several aspects. First, drawing on self-regulation theory, the current study conceptualized emotional labor as a coping strategy in employees’ daily self-regulation process. In conceptualizing deep acting and surface acting as coping strategies consuming different levels of resources, the current study provided a resources-based mechanism underlying the “negative affect-emotional labor strategy” linkage. Second, the current study also investigated cognitive resource (i.e., job tenure) and self-regulation resource (i.e., emotional intelligence) at the individual level as boundary conditions that shape the impact of daily negative affect on emotional labor strategies. In doing so, we were able to support the resource-based theoretical mechanism between the “negative affect-emotional labor strategy” linkage, and expand the literature on emotional labor.
Subjects: Psychology >> Management Psychology submitted time 2019-10-28
Abstract： "
Subjects: Psychology >> Management Psychology submitted time 2019-09-24
Abstract： Idiosyncratic deals (simplified as “i-deals”) refer to personalized employment arrangements in order to meet both employees and their employers’ benefits. Drawing on self-determination theory (SDT), the current study investigated the relationship between i-deals and the two important employee work outcomes (i.e., proactive career behavior and creativity) by focusing on the mediating role of psychological needs satisfaction (i.e., competence need satisfaction, autonomy need satisfaction and relatedness need satisfaction) and the moderating role of workload. Three time points of data were collected from 230 supervisor-subordinate dyads in 40 work teams within Guangzhou and Shenzhen. At Time 1, subordinates reported i-deals and provided demographic information. At Time 2, subordinates responded to measures of workload, competence need satisfaction, autonomy need satisfaction, and relatedness need satisfaction. At Time 3, supervisors rated their subordinates’ creativity, and employees self-reported their own proactive career behavior. Results showed that: (1) i-deals was positively related to all three forms of employees’ psychological needs satisfaction (competence need satisfaction, autonomy need satisfaction, and relatedness need satisfaction); (2) i-deals was positively associated with both employee proactive career behavior and creativity; (3) competence need satisfaction mediated the relationship between i-deals and the two employee work outcomes (i.e., proactive career behavior and creativity), whereas the mediating effect of autonomy and relatedness need satisfaction was not significant; (4) workload strengthened the positive relationship between i-deals and employee competence / autonomy need satisfaction, as well as the indirect effect of i-deals on proactive career behavior and creativity via competence need satisfaction. The current study contributes to the literature in two aspects. First, drawing on SDT, we identified the mediating mechanism of psychological need satisfaction (competence need satisfaction in specific) in understanding the influence of i-deals on employee’s proactive career behavior and creativity. Second, in testing the moderating role of workload on the effects of i-deals and its outcomes, we clarified the boundary condition of the positive effects of i-deals. The theoretical contributions and practical implications of the results were discussed.
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