題目：Whatmatters is “when”: The mediating effects of cognitive persistence and flexibilityon the relationships between leadership styles and employee creativity

時(shí)間：2018年7月13日星期五上午11：00-12：00

地點(diǎn)：管院輔樓123

歡迎各位老師和同學(xué)屆時(shí)光臨！

報(bào)告人：Tingting Chen，香港嶺南大學(xué)助理教授，博士畢業(yè)于香港城市大學(xué)。多篇文章發(fā)表在國(guó)際知名期刊上，如Journal of Organizational Behavior，Journal of Applied Social Psychology，Group & Organization Management，Personnel Psychology等。Tingting Chen的研究興趣主要是領(lǐng)導(dǎo)力與本土化研究。

講座內(nèi)容：

Drawingon the dual pathway to creativity model, this research examines directive-achieving leadership—a leadership style featured by hierarchical control with a training and achieving focus (Chen, Li, & Leung, 2017)—as anantecedent of cognitive persistence. We also examine transformational leadership as an antecedent of cognitive flexibility. Cognitive persistence andcognitive flexibility, in turn, mediate the relationships between the two leadership styles and employee creativity, respectively. In addition, in aproject team context, we explore the moderating effects of phase of projectteam life cycle on the relationships between the two leadership styles and thetwo cognitive processes. In the pilot study, we developed the measures ofcognitive persistence and flexibility in the work context and validated themeasure of directive-achieving leadership based on a multi-cultural sampleinvolving 119 Chinese employees and 113 German employees. In Study 1, we foundsupport for the mediation hypotheses based on a multi-cultural sample of 189 Chinese employee-supervisor dyads and 137 Anglo-Australian employee-supervisordyads. In Study 2, we found support for the moderating and moderated mediation hypotheses based on a sample of 244 team members and their team leaders from 66new product development project teams from six information technology firmslocated in China. Directive-achieving leadership had a stronger positive relationship with cognitive persistence in the late than the early team phase.In contrast, transformational leadership had a stronger positive relationship with cognitive flexibility in the early than the late team phase. Our research provides critical theoretical clarification on how different leadership stylesrelate to different cognitive mechanisms of creativity. Moreover, we shed lighton when different leadership styles are relatively more effective in promoting creativity.