Creative benefits from well-connected leaders? Leader social network ties as facilitators of employee radical creativity
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Autor
Venkataramani, V
Richter, Andreas
Clarke, R
Datum
2014-09Journal Title
Journal of Applied Psychology
ISSN
0021-9010
Volume
99
Issue
5
Pages
966-975
Language
English
Type
Article
This Version
VoR
Metadata
Zobrazit celý záznamCitation
Venkataramani, V., Richter, A., & Clarke, R. (2014). Creative benefits from well-connected leaders? Leader social network ties as facilitators of employee radical creativity. Journal of Applied Psychology, 99 (5), 966-975. https://doi.org/10.1037/a0037088
Abstrakt
Employee radical creativity critically depends on substantive informational resources from others across the wider organization. We propose that the social network ties of employees’ immediate leaders assume a central role in garnering these resources, thereby fostering their employees’ radical creativity both independent of and interactively with employees’ own network ties. Drawing on data from 214 employees working in 30 teams of a public technology and environmental services organization, we find that team leaders’ betweenness centrality in the idea network within their teams as well as among their peer leaders provides creative benefits beyond employees’ own internal and external ties. Further, employees’ and leaders’ ties within and external to the team interactively predict employee radical creativity. Implications for theory and practice are discussed
Identifiers
External DOI: https://doi.org/10.1037/a0037088
This record's URL: https://www.repository.cam.ac.uk/handle/1810/247987
Rights
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