This study aims to provide an understanding of the role of green transformational leadership (GTL) and green innovation practices in organizations through cognitive processes: green thinking and ...creative process engagement (CPE). Using a survey questionnaire, we collected data from 342 respondents from high‐tech industries located in China. The data were examined through structural equation modeling (variance‐based) to analyze the hypotheses. The findings of the study show that GTL has a substantial effect on green thinking, CPE, and green innovation. The findings further reveal that green thinking and CPE mediate the relationship between GTL and green innovation. Green thinking and creative processes have become instrumental tools in fostering green innovation. Thus, this investigation provides novel insights into how to promote GTL and cognitive processes in organizations to solicit green innovation.
Solving complex problems, flexibility and creating ideas are identified as professional skills for 2025. Creativity is above all a cultural and a social event. For Csikszentmihalyi (2004), creativity ...arises from the interaction of three components: culture, the individual and the experts who recognize this creativity. Using the systemic approach to creativity proposed by Csikszentmihalyi as a conceptual framework, we study Design based on data from the creative process of design students. We reflect on school as the possibility of a living and creative system, made up of diverse people and communities involved in solving complex problems.
Extending an extant dynamic componential perspective, we propose an integrative model of how and why workplace ostracism exhibited by supervisors relates to employees' creativity through pragmatic ...(task resources) and engagement (creative process engagement) effects. Specifically, we predict that workplace ostracism negatively relates to creativity through reduced task resources and creative process engagement. Perceived organizational support plays a key role in buffering the negative effects of workplace ostracism in both pragmatic and engagement domains. Three-wave, supervisor-subordinate, dyadic data from a bank in China support these hypotheses. We discuss the implications of these results for both research and practice.
Purpose
Using a multi-level perspective, the purpose of this paper is to investigate impact of transformational leadership on employees’ creative process engagement and mediating roles of intrinsic ...motivation, task complexity and innovation support in the process of influence.
Design/methodology/approach
This study follows a quantitative method. Using a multi-item survey instrument, a total of 400 questionnaires were distributed among employees of small and medium enterprises registered with the Chittagong Chamber of Commerce and Industry in Bangladesh. Collected data were analyzed using structural equation model as well as factor analysis and path analysis to test the hypotheses and to assess the moderating and mediating effects of the variables.
Findings
The findings reveal that transformational leadership has a significant impact on employees’ creative process engagement. The study further shows that task complexity and support for innovation moderate the relationship between transformational leadership and employees’ creative process engagement.
Research limitations/implications
Based on the premises of interactionist perspectives on creativity, this study integrates multi-level variables to investigate leaders’ influences on followers’ creative process engagement. This study contributes to the existing literature by providing empirical evidence on influence of transformational leadership on employees’ creative process engagement as well as the impact of both individual- and organizational-level variables.
Originality/value
The study adopts a distinct model comprising five different variables to investigate creative process engagement from a multi-level perspective, i.e., creative process engagement and intrinsic motivation at the individual level, task complexity at the unit level, and support for innovation and leadership at the organizational level. This integrated model of using predictors from multiple levels supports the theoretical assumptions that creative process engagement results from the interaction of individual-, group- and organizational-level factors.
PurposeThe aims of this study were three-fold: to determine the impact of green transformational leadership on creative process engagement, green product innovation and green process innovation; to ...examine the association of creative process engagement with green product and process innovation and to identify the mediating influence of creative process engagement in the association between green transformational leadership and green process and product innovation.Design/methodology/approachData was collected through a survey questionnaire from 291 middle- and lower-level managers and employees through simple random sampling in four high-tech manufacturing industries situated in Beijing, Shanghai and Shenzhen in China. We examined the data through structural equation modeling using partial least squares to test the study hypotheses.FindingsThe findings unveiled that green transformational leadership and creative process engagement positively influence green product innovation and green process innovation. Similarly, green transformational leadership is positively linked with creative process engagement. The findings further revealed that creative process engagement mediates the impact of green transformational leadership on green process and product innovation. Hence, our findings provide strong support for the role of green transformational leadership and creative process engagement in improving green process and product innovation.Research limitations/implicationsOur sample is limited to China and collected from high-tech manufacturing industries.Practical implicationsDrawing on the componential theory of creativity, the authors suggest that organizational leaders, specifically those who practice green transformational leadership, should increase creative process engagement among subordinates, as it is a crucial intangible resource for green process and product innovation.Social implicationsWe suggest that a combination of green transformational leadership and creative process engagement improves green process and product innovation as well as the environmental performance of a business by eliminating all forms of hazardous material and waste.Originality/valueThis work is one of the earliest empirical studies to evaluate the influence of green transformational leadership on fostering green product and process innovation and the mediating impact of creative process engagement on the linkage among green transformational leadership, green product and process innovation within the manufacturing context.
Creativity has long been defined in terms of novelty and usefulness. Surprisingly, however, there is relatively little agreement about the precise meaning of either dimension, the relationship ...between them, or the process through which they are produced. In this paper, we explore how novelty and usefulness have been used explicitly and implicitly in the creativity literature to reveal three ways to understand the definitional constructs. We propose that these three understandings give rise to distinct but interrelated forms of creativity: creativity as maximization, creativity as balance, and creativity as integration. Each form provides a different way of answering the question: What is creativity? We further theorize that the forms are shaped by the distal relations between novelty and usefulness, context, and process. Fundamentally, our theory suggests that developing a creative outcome for a distant alternative reality is a different form of creativity than developing an idea grounded in the present, so that as creators move through space and time, they also move through different forms of creativity. Our meta-theory furthers our understanding of creativity by revealing the centrality of usefulness in defining creativity, opening up the dynamics of the creative process, and highlighting interdependencies between ideas and context.
Empirical findings concerning the effects of extrinsic rewards on employee creativity have been controversial and have focused mainly on the theoretical mechanism of intrinsic motivation. Although ...intrinsic motivation is a primary impetus for creativity, generating creative outputs is a process that requires a sequence of creative endeavors. Drawing from the componential theory of creativity, this study proposes a positive relationship between extrinsic rewards and creativity via creative process engagement. Additionally, two types of employee characteristics, i.e. person-job fit and cognitive flexibility, are important contingency factors affecting the reward-creativity relationship. Our empirical analyses of data collected from 228 supervisor-subordinate dyads demonstrate the mediating role of creative process engagement in the reward-creativity relationship. Moreover, employees with high levels of person-job fit and cognitive flexibility are found to have the highest levels of creative process engagement and, in turn, the greatest creativity when motivated by extrinsic rewards for creativity. These findings have several theoretical and managerial implications related to reward-creativity research and practice.
It seems relevant that designers who are dealing with complex societal issues need to be able to assess whether the complexity of the design task has been captured sufficiently. We put forward that ...assessing the “richness” of intermediate results of a design process can be used for this. We explore the introduction of richness as a multi-level defined construct to create a shared language for this assessment. We created a three-part definition and tested its workability and value for designers. The results demonstrate the workability of considering richness as a multi-level defined construct, and value of using it to assess the richness of an intermediate result of a design process, to inform the decision whether to continue the design process. This exploration can be built upon in various ways.
