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Acta Psychologica Sinica    2018, Vol. 50 Issue (6) : 667-677     DOI: 10.3724/SP.J.1041.2018.00667
Reports of Empirical Studies |
The impact of supervisor’s creativity expectation on team creativity
Weiguo LIU1,Yanran FANG1,Junqi SHI1,Shenjiang MO2()
1 Lingnan (University) College, Sun Yat-sen University, Guangzhou 510275, China
2 School of Management, Zhejiang University, Hangzhou 310058, China
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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.

Keywords supervisor’s creativity expectation;      team knowledge exchange behavior      team boundary spanning behavior      creative role identity      team creativity     
ZTFLH:  B849:C93  
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Corresponding Authors: Shenjiang MO     E-mail: mosj@zju.edu.cn
Issue Date: 28 April 2018
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Weiguo LIU
Yanran FANG
Junqi SHI
Shenjiang MO
Cite this article:   
Weiguo LIU,Yanran FANG,Junqi SHI, et al. The impact of supervisor’s creativity expectation on team creativity[J]. Acta Psychologica Sinica, 2018, 50(6): 667-677.
URL:  
http://journal.psych.ac.cn/xlxb/EN/10.3724/SP.J.1041.2018.00667     OR     http://journal.psych.ac.cn/xlxb/EN/Y2018/V50/I6/667
  
模型 χ2 df RMSEA CFI TLI 组内SRMR 组间SRMR Δχ2 Δdf p
五因子模型 629.71 286 0.05 0.92 0.90 0.04 0.07
四因子模型A 1171.19 292 0.07 0.78 0.75 0.09 0.08 541.48 6 p < 0.01
四因子模型B 737.44 290 0.05 0.89 0.87 0.04 0.08 107.73 4 p < 0.01
三因子模型 1276.83 295 0.08 0.76 0.72 0.09 0.10 647.12 9 p < 0.01
双因子模型 2116.16 298 0.10 0.55 0.50 0.13 0.15 1486.45 12 p < 0.01
单因子模型 2234.08 299 0.11 0.52 0.46 0.13 0.17 1604.37 13 p < 0.01
  
变量 M SD 1 2 3 4 5 6 7 8 9 10
1 团队规模 4.86 2.28
2 团队成员平均工作期限 1.67 0.93 0.08
3 团队成员平均年龄 27.89 2.27 0.30** 0.48**
4 团队成员平均教育水平 4.46 0.40 -0.45** -0.30** -0.08
5 团队成员创造力自我效能感 5.28 0.67 0.06 -0.03 -0.07 0.02 (0.86)
6 领导创造力角色认同 5.30 1.00 -0.10 -0.03 -0.13 0.01 0.06 (0.88)
7 领导创造力期望 5.38 0.57 -0.19* -0.13 -0.18 0.03 0.11 0.14 (0.87)
8 团队知识交换行为 5.55 0.53 -0.04 -0.11 -0.08 0.06 0.51** 0.21* 0.20* (0.92)
9 团队边界跨越行为 5.24 0.51 -0.15 -0.05 -0.09 0.07 0.30** 0.20* 0.28** 0.55** (0.82)
10 团队创造力 5.13 0.94 -0.29** 0.07 -0.17 0.16 0.05 0.46** 0.15 0.24* 0.13 (0.90)
  
  
输入变量 模型一 模型二
团队知识
交换行为
团队边界
跨越行为
团队创造力 团队知识
交换行为
团队边界
跨越行为
团队创造力
估计值 标准
误差
估计值 标准
误差
估计值 标准
误差
估计值 标准
误差
估计值 标准
误差
估计值 标准
误差
控制变量
团队规模 -0.01 0.03 -0.02 0.03 -0.07 0.06 -0.01 0.03 -0.02 0.03 -0.07 0.06
团队成员平均工作期限 -0.05 0.05 0.01 0.06 0.24* 0.10 -0.05 0.05 0.01 0.06 0.25** 0.09
团队成员平均年龄 0.00 0.03 0.00 0.02 -0.07 0.05 0.00 0.03 0.00 0.02 -0.07 0.05
团队成员平均教育水平 -0.07 0.15 -0.03 0.15 0.43 0.23 -0.07 0.15 -0.03 0.15 0.50* 0.22
虚拟变量1 -0.26* 0.12 -0.11 0.14 0.29 0.24 -0.26* 0.12 -0.11 0.14 0.40 0.23
虚拟变量2 -0.05 0.12 0.15 0.13 -0.16 0.25 -0.05 0.12 0.15 0.13 0.00 0.25
虚拟变量3 0.04 0.12 0.12 0.12 -0.23 0.28 0.04 0.12 0.12 0.12 -0.15 0.27
团队成员创造力自我效能感 0.37** 0.11 0.17 0.15 -0.08 0.16 0.37** 0.11 0.17 0.15 -0.12 0.16
主要影响
领导创造力期望 0.15* 0.07 0.22** 0.08 0.03 0.13 0.15* 0.07 0.22** 0.08 0.07 0.13
团队知识交换行为 0.50* 0.19 0.55** 0.19
团队边界跨越行为 -0.14 0.18 -0.22 0.19
领导创造力角色认同 0.35** 0.09 0.40** 0.09
交互作用
团队知识交换行为×
领导创造力角色认同
-0.30 0.19
团队边界跨越行为×
领导创造力角色认同
0.42* 0.21
R2 0.32 0.20 0.37 0.32 0.20 0.43
ΔR2 0.06
  
  
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