Business Commons^™

Unlocking The Creativity Potential Of Dialectical Thinking: Field Investigations Of The Comparative Effects Of Transformational And Transactional Leadership Styles, Roy Y. J. Chua, Jia Hui Lim, Wannwiruch (Fon) Wiruchnipawan

Research Collection Lee Kong Chian School Of Business

In a digital economy characterized by high volumes of information and ideas, many of which could be contradictory to one another, employees high in dialectical thinking should be well poised to connect disparate ideas to generate creative solutions for business problems. Yet, it is unclear whether dialectical thinking as a creativity-relevant skill can be realized in naturalistic workplace settings, given past mixed findings and the lack of field studies. We propose that supervisors’ leadership styles are important moderators that can unlock employees’ creativity potential in dialectical thinking. Additionally, we compare the activating effect of transformational leadership and the inhibiting effect …

Fuelling Effects Of Unique Opinion Holder’S Emotions On Team Creativity: A Collective Information Processing Perspective, Hui Si Oh

Dissertations and Theses Collection (Open Access)

Building on past studies that have found positive influence of minority member on team creativity, this research examined an underexplored yet crucial topic of a unique opinion holder’s happy and anger emotions on team creativity. Using a collective information processing perspective, this study examined whether the expression of anger and happiness would be beneficial for team creativity by spurring team members to respond qualitatively differently to each other’s ideas during the discussion. Additionally, this study examined whether the influence of a unique opinion holder’s emotions on team creativity through information-processing pathways would depend on individual members’ working memory capacities. Three …

Pressure To Be Creative: How Employees Respond To Organizational Creativity Pressure, Hye Jung Eun

Dissertations and Theses Collection (Open Access)

Creativity and innovation are vital for organizational growth and success, driving many organizations to increase pressure for employee creativity. Yet, researchers have neglected investigating how employees respond to creativity pressure at the workplace. This dissertation introduces and develops a new scale for the concept of organizational creativity pressure – the pressure on employees to continually develop novel and useful ideas and solutions. The scale is further validated through extensive assessment of content and construct validity, empirically differentiating the construct from similar others such as performance pressure and support for creativity.

Drawing on the transactional theory of stress (Lazarus & Folkman, …