Dual Tuning in a Supportive Context: Joint Contributions of Positive Mood, Negative Mood, and Supervisory Behaviors to Employee Creativity

By Jennifer M. George, Jing Zhou. 2007

965 citations recorded by the source corpus.

Subfields: Experimental and Cognitive Psychology, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/97301c3fb7389c4780432fe2200ae7f3014a49c9

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In Experimental and Cognitive Psychology

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Mutual Trust Between Leader and Subordinate and Employee Outcomes (2018, result): “We controlled for sex, age, organizational tenure, and educational level in the current study consistent with previous studies (Amabile 1988; George and Zhou 2007; Madjar et al. 2002).”
Emotional Intelligence and Employee Creativity: Moderating Role of Proactive Personality and Organizational Climate (2016, background): “Openness to experience is characterized by tendencies to seek out unfamiliar situations that allow for greater access to new experiences and perspectives (Goldberg, 1990).”
Creative Leadership: A Multi-Context Conceptualization† (2015, background): “George and Zhou (2007) found that employee creativity in an oil field services company was highest when positive mood, negative mood, and leader support (consisting of developmental feedback, interactional justice, and trust) were all high.”
Four-quadrant investigation of job-related affects and behaviours (2014, methodology): “However, in this study support was not present for Hypothesis 3, that high-activation pleasant affect is more strongly associated with high-discretion behaviours than with less discretionary behaviours.”
Unfolding the Proactive Process for Creativity (2012, methodology): “This scale is one of the commonly used creativity measures for field studies (Zhou & Shalley, 2003) and has been shown to be valid and reliable in prior studies (e.g., George & Zhou, 2001, 2007; Shin & Zhou, 2003; Zhang & Bartol, 2010).”
Organizational Learning: From Experience to Knowledge (2011, positive): “Emotional ambivalence or the co-occurrence of negative and positive emotions has also been shown to enhance knowledge creation (Amabile, Barsade, Mueller, & Staw, 2005; George & Zhou, 2007; Fong, 2006).”
The positive effect of expressing negative emotions on knowledge creation capability and performance of project teams (2016, background): “Overall, research has thus far focused much more on the benefits of diffuse negative affect in the form of individual mood on creativity (e.g., George and Zhou, 2002; George and Zhou, 2007), or trait negative affectivity in groups on their information elaboration (Kooij-de Bode et al.”
A Multilevel Model of Team Goal Orientation, Information Exchange, and Creativity (2013, methodology): “The exchange of ideas and creative behaviors involves risk, because it is unknown how supervi- sors will react to and evaluate those ideas and activities (George & Zhou, 2007).”
Leading to Stimulate Employees' Ideas: A Quantitative Review of Leader–Member Exchange, Employee Voice, Creativity, and Innovative Behavior (2017, background): “…sharing (Amabile et al., 2004; Khazanchi & Masterson, 2011) and psychological resources such as positive energy/emotions (Atwater & Carmeli, 2009; George & Zhou, 2007), improved self-efficacy beliefs (Liao et al., 2010), and recognition of creative ideas (Zhou & Woodman, 2003)—to followers with…”