Antacedents of Creativity (original) (raw)
Related papers
2010
Teams represent a dominant approach to getting work done in a business environment. Creativity enables teams to solve problems and leverage opportunities through the integration of divergent thoughts and perspectives. Prior research indicates that a collaborative culture, which affects how team members interact and work together, is a critical antecedent of team creativity. This study explores other antecedents of team creativity, namely, team emotional intelligence and team trust, and investigates the relationships among these precursors to creative effort. Using a survey of 82 student teams at a large university in the northeast United States, our findings suggest that team emotional intelligence promotes team trust. Trust, in turn, fosters a collaborative culture which enhances the creativity of the team. Cognitive trust also moderates the relationship between collaborative culture and team creativity. Implications of these results for managers and academics are discussed.
Teams represent a dominant approach to getting work done in a business environment. Creativity enables teams to solve problems and leverage opportunities through the integration of divergent thoughts and perspectives. Prior research indicates that a collaborative culture, which affects how team members interact and work together, is a critical antecedent of team creativity. This study explores other antecedents of team creativity, namely, team emotional intelligence and team trust, and investigates the relationships among these precursors to creative effort. Using a survey of 82 student teams at a large university in the northeast United States, our findings suggest that team emotional intelligence promotes team trust. Trust, in turn, fosters a collaborative culture which enhances the creativity of the team. Cognitive trust also moderates the relationship between collaborative culture and team creativity. Implications of these results for managers and academics are discussed.
A Model and Exploratory Field Study on Team Creativity
2012 45th Hawaii International Conference on System Sciences, 2012
Organizations increasingly rely on teams to solve problems creatively or design new products and services. Research to date has mostly focused on individual creativity, rather than team creativity. This paper introduces the Team Creativity Model (TCM) to understand the antecedents of team creativity. TCM posits that both individual creativity and shared mental models (SMMs) contribute to team creativity. SMMs act as a mediator between knowledge sharing and team creativity. Antecedents to individual creativity include an individual's propensity to be creative and individual knowledge. Individual knowledge also is an antecedent to knowledge sharing, as are an individual's propensity to share knowledge and trust within the team. In an exploratory study at a telecom company, a team of design experts participating in four creative sessions provided initial support for the TCM constructs and their relationships. The findings suggest that further exploratory and empirical research on TCM is justified. Some tentative implications for research and practice are presented.
The Team Creativity Model: An Exploratory Case Study
Journal of the Midwest Association for Information Systems, 2017
Organizations increasingly rely on technology-supported teams to solve problems creatively or design new products and services. To support such efforts, an extensive body of research on creativity has been developed. However, most research to date focuses on individual creativity, rather than on team creativity. This paper introduces the Team Creativity Model (TCM) to understand the antecedents of team creativity. TCM posits that both individual creativity and shared mental models (SSMs) contribute to team creativity. SMMs act as a mediator between knowledge sharing and team creativity. Antecedents to individual creativity include an individual's propensity to be creative and individual knowledge. Individual knowledge also is an antecedent to knowledge sharing, as are an individual's propensity to share knowledge and trust within the team. In an exploratory study at a telecom company, a team of design experts participating in four creative sessions provided initial support for the TCM constructs and their relationships. The findings suggest that further exploratory and empirical research on TCM is justified. Implications for research and practice are presented.
The Leadership Quarterly, 2015
Considerable theoretical and empirical work has identified a relationship between transformational leadership and team performance and creativity. The mechanisms underlying this link, however, are not well understood. To identify the intervening processes inherent in this relationship, we experimentally manipulated the leadership style assigned to 44 teams taking part in a resource-maximization task. Teams were exposed either to a leader using inspirational motivation, intellectual stimulation, or a control condition. Our findings reveal important differences between leadership styles in communication and team outcomes (objective task performance and creativity). These results suggest that different dimensions of transformational leadership should be emphasized depending on the outcome sought. In addition, our results provide evidence for a sequential mediation model where leadership influences team outcomes through overall team communication and trust in teammates. This study suggests mechanisms by which transformational leaders may impact team outcomes, which has implications for team building and leadership training.
Affective Ingenuity: Linking Shared Emotions and Team Creativity
Academy of Management Proceedings, 2014
Creative activity, heralded as the key to enduring economic advantage, appears to be an emotionally charged event. Despite advancement in the literature on affective influences on individual creativity and increasing attention to team creativity and innovation, there is a dearth of research on the relationship between emotional contagion and team creativity. This study aims to address current empirical and theoretical gaps by explicitly exploring how emotions are shared and converged in work teams and how this sharing process affects individual and team creativity. We collected both quantitative and qualitative data from 28 work teams meeting regularly in the production departments of two medium-sized German companies to examine our research questions. We describe our research design, suggest testing models, and present major challenges to our data.
Creativity Research Journal, 2020
What makes teams creative? We investigated how the diversity and agreeableness of team members moderate the relationship between creative self-efficacy (CSE) and innovative performance at the team level. We found that the educational background diversity is a critical factor to affect the knowledge, perspective, and problem-solving skills and, in turn, has a positive effect on innovative performance. We also showed that the relationship between aggregated CSE and innovative performance was not linear but inverted U-shaped at the team level. We expect our study to provide meaningful managerial implications about team composition and team innovative performance.
The personality composition of teams and creativity: The moderating role of team creative confidence
The Journal of Creative Behavior, 2008
"We examined the possibility that teams composed primarily of individuals with personality characteristics conducive to team creativity (e.g., high extraversion, high openness to experience, low conscientiousness, high neuroticism, low agreeableness) would show synergistic increases in creativity when they experienced high levels of “team creative confidence”, a shared understanding that the team is more creative than each team member individually. We tested these hypotheses using a sample of 145 three-student teams that worked on a set of idea generation tasks at Time 1 (T1) and a second set two weeks later at Time 2 (T2). As expected, results of cross-lagged regression analysis indicated that when team creative confidence at T1 was high, team creativity at T2 increased quadratically as the number of team members who scored high on extraversion, high on openness, or low on conscientiousness increased. However, the number of individuals composing a team who scored high on neuroticism or low on agreeableness had no relation to team creativity under conditions of high or low team creative confidence. Implications of these results for the design of creative teams are discussed."