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Agars, Kaufman, and Locke's (this volume) review of social influence within the creativity and innovation literature provides an introduction to multi-level issues within creativity research. Their chapter reveals that relevant social influences may differ by level, relevant domain characteristics may not hold across other domains, and creativity may be influenced differently than innovation. Building on Agars et al.'s work, this commentary offers several suggestions pertaining to multi-level research as a means of advancing creativity research, specifically as it relates to social influence. Suggestions for future research include consideration of levels-based boundaries within theoretical construct development, employment of a bracketing technique to review construct implications at levels above and below the construct of interest, and improvement in multi-level modeling of particular social influence and/or creative processes that are non-linear in nature.

Based on theory Z of leadership, this research aims to investigate the direct relationship between participative leadership (PL) and creative idea validation (CIV) fostering both radical (RC) and incremental creativity (IC). Additionally, by utilizing attribution theory, it explores the moderating effect of coworkers’ knowledge-sharing behavior (KSB) on both the direct and indirect relationships.

Data were collected through a descriptive approach and convenient sampling from three sources – leaders, subordinates and coworkers – in R&D departments at multi-levels within 97 high-tech firms in China. Data comprised 446 employees (subordinates and coworkers) and 94 leaders, and multilevel path analysis was conducted using Mplus software.

The results indicate that PL exhibits both a direct and indirect positive association with RC and IC through the CIV. Moreover, the relationship is enhanced by coworkers’ high-KSB.

Our study offers implications that managers can leverage to foster employee creativity. Leaders are encouraged to embrace a PL style for collective idea validation. However, to overcome coworkers’ reciprocal behavior, they may facilitate trust and team-building exercises, enabling employees to strengthen relationships and share critical information and knowledge resources for the development and validation.

This study is the first to empirically extend the relationship between PL and CIV, utilizing a multilevel approach to assess its impact on distinctive types of creativity – namely, radical and incremental. Further, it testifies the significance of coworkers’ knowledge as an attribution effect influencing the relationships.

This study aims to explore how transformational leadership influences employees' creativity by considering the role of the environment and psychology. The study aims to provide insights into the impact of transformational leadership on team innovation climate, team reflexivity, psychological capital and employee creativity while also examining the moderating effect of environmental dynamism on these relationships.

This study employed a multi-source, multi-wave approach, utilizing data from 618 participants in 118 teams. It constructed a multilevel structural equation model and estimated the confidence intervals of the mediated and moderated effects using the Markov chain Monte Carlo method.

The results of the multilevel analyses indicated that transformational leadership positively influenced the team innovation climate, team reflexivity, psychological capital and employee creativity. Moreover, the study found that environmental dynamism positively moderates the relationships among transformational leadership, team reflexivity, psychological capital and employee creativity.

Drawing on social cognitive theory and the motivated information processing in groups model, this study offers new insights into the interplay between transformational leadership and creativity. It examines the moderating role of cross-level process linkages and environmental dynamism, thereby validating and extending relevant theories.

This study explores the relationship between family motivation and employee creativity. It examines the way family motivation shapes employees' job perceptions, specifically examining the mediating roles of job instrumentality and job meaningfulness detachment. Additionally, the study explores the moderating effect of family financial pressure.

The data were collected in three waves over six months from 382 employees in the Turkish hospitality industry. The Warp PLS 7.0 software was utilized for data analysis using partial least squares structural equation modeling (PLS-SEM).

The results indicate that family motivation significantly influences job instrumentality and job meaningfulness detachment, which subsequently reduce employee creativity. Moreover, family financial pressure moderates the relationship between family motivation and job perception, thereby amplifying its effects.

This study highlights that organizations should minimize ambiguity and complexity, create a psychologically safe environment, align incentives with creativity, address conflicts between short-term gains and long-term projects and support work-life balance in the hospitality industry. This can enhance employee creativity, satisfaction and retention.

This study is an early attempt to investigate when and how family motivation (re)shapes hospitality workers’ job perceptions and influences their propensity to engage in creative endeavors.

Creativity plays a crucial role in interpersonal conflict within organizations, yet little research has explored its antecedents in this context. This study aims to investigate power and gender as the main determinants of creativity in interpersonal conflict within organizational contexts.

Two studies were conducted. The first study involved 226 employees from various organizations (M_age = 39.39, SD = 10.39), whereas the second study used a conflict simulation with 160 participants (M_age = 36.90, SD = 10.45) forming dyads. Both studies investigated the impact of relative power (i.e. having more power than the other person) on creativity in conflict, with a focus on the moderating role of gender. Study 2 also manipulated contextual creativity, which served as an additional moderator in this relationship.

Results largely supported our hypotheses, indicating a positive relationship between relative power and creativity in conflict. Importantly, this relationship was stronger among women. Study 2 further focused on the distinct dimensions of creativity, highlighting differences between idea originality and effectiveness.

The findings hold practical significance for organizational leaders and conflict resolution practitioners, and they further underscore the importance of considering gender dynamics in conflict resolution processes within organizations.

This research contributes novel insights into the understanding of creativity within organizational conflicts, emphasizing the interplay between relative power, gender and creativity. Additionally, the exploration of different dimensions of creativity (i.e. originality and effectiveness) adds depth to existing literature in this area.

With the wide usage of digital technologies, employees’ digital creativity serves as a stepping stone in driving the process of organizational digital innovation. However, scant attention has been devoted to understanding the relationship between leadership and employees’ digital creativity within the digital technology usage context. Drawing upon social cognitive theory, our study aims to explore the relationship between transformational leadership and employees’ digital creativity through the mediating roles of creative self-efficacy and ambidextrous learning.

A field survey was conducted in China, garnering survey data from 223 employees actively engaged with digital technologies in their daily work. We empirically test the structural equation model to verify the hypotheses.

The results reveal a positive association between transformational leadership and employees’ digital creativity, with a consequential cascade mediation facilitated through creative self-efficacy and exploitation and exploration.

The empirical research not only enriches comprehension of individual-level digital creativity but also provides valuable practical insights for managers seeking to effectively drive digital innovation within their organizations.

To better understand the role of creativity and its impact on business, IBM Institute for Business Value (IBM IBV) surveyed 400 United States-based CEOs across 11 industries in 2022.

Average organization size of these businesses was a little over $26 billion in annual revenue. The survey covered a range of questions on the role and impact of creativity in their organization. Then survey data was analyzed to reveal the key drivers and success factors of creativity.

When the CEOs were asked to describe an organizational structure most conducive to perpetuating creativity, as many as one quarter of them identified a hierarchical structure – a structure typically considered antithetical to free-flowing creativity, and one highly susceptible to micro-management and bureaucracy.

CEOs identify fear of failure as the most significant barrier to creativity.

Tapping into ingenuity and creativity has been critical to navigating recent market disruption – and going forward, effective creativity is becoming even more central to business success. Study identifies best practices of leading organizations that believe that. creativity is not a skill solely for a few selected innovators and makers, it’s a quality required across the workforce.

The present study examines the effect of supervisor incivility on service employee creativity and the mediating mechanism of negative affect state on the said relationship with the aid of Affective Events Theory (AET) and Social Power Theory. Additionally, the study explores the mitigating role of core self-evaluation in the dual stage of the moderated mediation model.

Survey data were collected from 420 frontline employees working in four-star and five-star hotels across India and PROCESS macro in SPSS 23.0 was employed to test the hypotheses proposed in the study.

The study findings observe that frontline employees experiencing supervisor incivility face a negative affect state and it further diminishes service employee creativity. Also, the indirect effect gets attenuated at dual stages when frontline employees are equipped with a high level of core self-evaluation.

The study findings provide various insights to the managers to understand the deleterious effect of supervisor incivility at work and to develop interventions to manage supervisor incivility and the negative affect state among frontline hotel employees.

The present study is the first and unique attempt to investigate the role of supervisor incivility experienced by frontline hotel employees in India with reference to their creativity towards customers and mediating mechanism of negative affect state. The study adds value to the literature by establishing the role of core self-evaluation in the moderated mediation model. Further, the study also provides a unique contribution to the management of frontline hospitality employees.

As pressures on organizations to adapt and solve problems creatively increase, employee creativity will become an increasingly important concern. The pressures on businesses and government organizations to adapt to new technologies and external threats require resourcefulness and creativity. Several training interventions have been shown to be effective in enhancing the participants’ creativity. In addition, a number of managerial behaviors seem to affect subordinates’ creativity. However, the topic of training managers to boost their subordinates’ creativity has been virtually ignored. This paper examines the research on creativity training, management training, and the managerial behaviors that affect subordinates’ creativity. Appropriate methods of management training intended to enhance subordinates’ creative performance are suggested.

This paper seeks to investigate the constitutive meaning of creativity as a construct through the relation between creativity and other constructs and to assess the possible effects of organizational climate on managers’ creativity in Lebanon. The present study examines the construct validity of the KEYS instrument in order to gain further insights into the factors stimulating or hindering creativity in Lebanon and to create an environment infrastructure that encourages and reinforces creativity in developing countries.