The influence of leaders' and other referents' normative expectations on individual involvement in creative work

By Abraham Carmeli, J. Schaubroeck. 2007

537 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/af70be56892e2aa4af0bc38ff937ba5051e7a0b6

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In Demography

In Experimental and Cognitive Psychology

In Organizational Behavior and Human Resource Management

Citations in the corpus

Creative Leadership: A Multi-Context Conceptualization† (2015, background): “…and found support for an interactive effect of LMX and job autonomy on creative work involvement, which has generally been defined as “the extent to which an employee engages his or her time and effort resources in creative processes associated with work” (Carmeli & Schaubroeck, 2007, p. 36).”
Creative self‐efficacy as mediator between creative mindsets and creative problem‐solving (2019, background): “Since Tierney and Farmer’s (2002) study, creative self-efficacy has been recognized as a critical component to understanding how to increase individual, team, and organizational creative performance (Carmeli & Schaubroeck, 2007; Choi, 2004).”
Transformational leadership and employee voice behavior : a Pygmalion mechanism. (2017, unknown): “Carmeli and Schaubroeck (2007) suggested that expectations could come from different reference groups and could be positively or negatively associated with employees’ self-expectations and behaviors.”
Transformational and Transactional Leadership and Followers’ Achievement Goals (2013, background): “We posit that these differences may be seen as directing followers toward distinct standards by which to define competence (cf., Bezuijen et al. 2009; Carmeli and Schaubroeck 2007).”
A Meta-Analysis of the Relation between Creative Self-Efficacy and Different Creativity Measurements (2018, background): “A third group of researchers has demonstrated that self-beliefs about one’s creative ability is an important motivational factor to perform creatively (Carmeli & Schaubroeck, 2007; Farmer, Tierney, & Kung-McIntyre, 2003; Tierney & Farmer, 2011).”
Transformational leadership and follower creativity: The mediating role of follower relational identification and the moderating role of leader creativity expectations (2015, methodology): “Follower perceptions of leader creativity expectations Leader creativity expectations as perceived by followers were measured using a 4-item scale developed by Carmeli and Schaubroeck (2007).”
Inclusive Leadership and Employee Involvement in Creative Tasks in the Workplace: The Mediating Role of Psychological Safety (2010, unknown): “We used four items of the employee creativity developed and used by Tierney, Farmer and Graen (1999) and further implemented in other studies that examined the degree to which one is involved in creative work tasks (Carmeli & Schaubroeck, 2007).”
Trust, Connectivity, and Thriving: Implications for Innovative Behaviors at Work (2009, background): “Third, extant theory and research have tended to focus on the effect of either cognitive antecedents such as creative self-efficacy (Carmeli & Schaubroeck, 2007; Phelan & Young, 2003; Tierney & Farmer, 2002) or affective antecedents (Amabile et al, 2005; Madjar et al, 2002) on creative behaviors at…”
Linking Meaningfulness in the Workplace to Employee Creativity: The Intervening Role of Organizational Identification and Positive Psychological Experiences (2009, background): “Further, research would suggest that age and gender may account for differences in creativity (Amabile et al, 2005 ; Carmeli & Schaubroeck, 2007 ; Janssen, 2001 ).”