WHAT LEADERS NEED TO KNOW: A REVIEW OF SOCIAL AND CONTEXTUAL FACTORS THAT CAN FOSTER OR HINDER CREATIVITY

By Christina E. Shalley, Lucy L. Gilson. 2004

1,872 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/bc309df8c8e1b4c72e4b0f992411d41ef7ee8baf

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In Demography

In Experimental and Cognitive Psychology

In Organizational Behavior and Human Resource Management

Citations in the corpus

Not All Autonomy is the Same. Different Dimensions of Job Autonomy and Their Relation to Work Engagement & Innovative Work Behavior (2016, background): “Various empirical studies have confirmed this positive effect of work method autonomy on employee innovative behavior (De Spiegelaere, Van Gyes, De Witte, & Van Hootegem, 2015; Molleman & van den Beukel, 2007; Rodrı́guez, Buyens, Van Landeghem, & Lasio, 2015; Shalley & Gilson, 2004).”
Trust in Supervisors and Trust in Customers: Their Independent, Relative, and Joint Effects on Employee Performance and Creativity (2009, background): “As creativity at work usually entails a greater degree of effort, risk, and chance of failure that are not present when employees perform routine, daily activities ( Shalley & Gilson, 2004 ), we further argue that both trust in supervisors and in customers may be needed to stimulate employees' cre”
Corporate Ethical Values, Group Creativity, Job Satisfaction and Turnover Intention: The Impact of Work Context on Work Response (2011, background): “Creativity in the workplace involves employee production of useful and novel ideas about a firm’s products, services, procedures, and practices (Shalley and Gilson, 2004; Shalley et al., 2004) as a means to ensure that the firm stays flexible and can cope with changes in competition, technology, and”
Optimism predicting employees' creativity: The mediating role of positive affect and the positivity ratio (2012, background): “It has become valued across a variety of tasks, occupations, organizations, and industries, as a necessary first step or precondition for innovation (Amabile, Barsade, Mueller, & Staw, 2005 ; Shalley & Gilson, 2004 ; Waight, 2005 ).”
Effect of authentic leadership on employee creativity in project-based organizations with the mediating roles of work engagement and psychological empowerment (2018, background): “Employees utilize extra determination to view a problem from various perspectives, when they find out that their work needs are substantial and individually significant (Shalley & Gilson, 2004).”
A Cross-level Analysis of Organizational Creativity Climate and Perceived Innovation: The Mediating Effect of Work Motivation (2012, background): “In fact, many studies indicate that creative behavior is influenced by employee motivation (Brown and Leigh, 1996; Griffin and Neal, 2000; Oldham and Cummings, 1996; Shalley and Gilson, 2004; Shalley et al., 2004).”
The role of multilevel synergistic interplay among team mastery climate, knowledge hiding, and job characteristics in stimulating innovative work behavior (2017, background): “Even when they do not have to actually work together on a creative idea, team members belong to the same social context, which shapes their behavior (Shalley and Gilson, 2004).”
Hope and positive affect mediating the authentic leadership and creativity relationship (2014, background): “…economic uncertainty, and rapid technological change make creativity, the “cornerstone of innovation” (Klijn & Tomic, 2010, p. 322), a crucial organizational resource and a path to organizational performance and survival (Reiter-Palmon & Illies, 2004; Shalley & Gilson, 2004; Zhang & Bartol, 2010).”
How Lead Founder Personality Affects New Venture Performance (2013, background): “…(Jehn, 1995; Pelled, 1996) by stimulating information processing, evaluations of opposing views, reconsideration of the status quo, and scrutiny of the task at hand, which prompts new idea creation and unconventional but higher quality solutions (Shalley & Gilson, 2004; Tjosvold, 1985; West, 2002).”
Work Autonomy and Workplace Creativity: Moderating Role of Task Complexity (2015, background): “Additional researches examining the direct as well as intervening psychological mechanisms affecting employee creativity are warranted (Shalley & Gilson, 2004).”
Transformational Leadership, Transactional Leadership, and Employee Creativity in Entrepreneurial Firms (2018, background): “Managers have great influence over the context within which creativity occurs (Shalley & Gilson, 2004).”