Do office tyrants and centralized decision making drive workplace creative behaviours?
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 mod...
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| Published in | Creativity and innovation management Vol. 33; no. 3; pp. 369 - 384 |
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| Main Authors | , , |
| Format | Journal Article |
| Language | English |
| Published |
Oxford
Blackwell Publishing Ltd
01.09.2024
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| Subjects | |
| Online Access | Get full text |
| ISSN | 0963-1690 1467-8691 |
| DOI | 10.1111/caim.12593 |
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| Abstract | 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. |
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| AbstractList | 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. |
| Author | Lin, Chen‐Ju Pauleen, David Li, Ci‐Rong |
| Author_xml | – sequence: 1 givenname: Ci‐Rong surname: Li fullname: Li, Ci‐Rong organization: Jilin University – sequence: 2 givenname: Chen‐Ju orcidid: 0000-0002-2847-4393 surname: Lin fullname: Lin, Chen‐Ju email: jzlin0208@gmail.com, lih5374@gms.tcu.edu.tw organization: Tzu Chi University – sequence: 3 givenname: David orcidid: 0000-0003-4412-0162 surname: Pauleen fullname: Pauleen, David organization: National Chung Cheng University |
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| SubjectTerms | abusive supervision affective events theory Anger Anxiety centralized decision making Creativity Decision making Employee behavior employee creativity Employee management relations Employees Panel method (fluid dynamics) Supervision Supervisors time‐lagged investigation Work environment Working conditions |
| Title | Do office tyrants and centralized decision making drive workplace creative behaviours? |
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