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dc.contributor.authorVenkataramani, Ven
dc.contributor.authorRichter, Andreasen
dc.contributor.authorClarke, Ren
dc.date.accessioned2015-05-26T13:54:13Z
dc.date.available2015-05-26T13:54:13Z
dc.date.issued2014-09en
dc.identifier.citationVenkataramani et al. Journal of Applied Psychology, Vol 99(5), Sep 2014, 966-975. DOI: 10.1037/a0037088en
dc.identifier.issn0021-9010
dc.identifier.urihttps://www.repository.cam.ac.uk/handle/1810/247987
dc.description.abstractEmployee 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
dc.language.isoenen
dc.titleCreative benefits from well-connected leaders? Leader social network ties as facilitators of employee radical creativityen
dc.typeArticle
prism.endingPage975
prism.issueIdentifier5en
prism.publicationDate2014en
prism.publicationNameJournal of Applied Psychologyen
prism.startingPage966
prism.volume99en
rioxxterms.versionofrecord10.1037/a0037088en
rioxxterms.versionVoR
rioxxterms.licenseref.urihttp://www.rioxx.net/licenses/all-rights-reserveden
rioxxterms.licenseref.startdate2014-09en
dc.identifier.eissn1939-1854
rioxxterms.typeJournal Article/Reviewen
cam.issuedOnline2014-06-09en


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