I can do it, so can you: The role of leader creative self-efficacy in facilitating follower creativity

The Influence of Self-Expansion and Consumer Engagement on Consumers' Continuous Participation in Virtual Corporate Social Responsibility Co-Creation

Virtual corporate social responsibility co-creation (VCSRC) became an effective strategic tool with which enterprises can fulfill social responsibilities and retain customers. This study investigated the drivers of consumers' continuous participation in VCSRC based on online survey data collected from 336 VCSRC participants. From a new perspective of self-expansion theory and by integrating consumer engagement (CE), we constructed a theoretical model and proposed a set of hypotheses, which were tested by using the structural equation model (SEM). Our findings show that self-expansion (experience-based expansion, competence-based expansion, and identity-based expansion) has a significant positive impact on continuous participation, with CE (conscious attention, enthusiasm, and social connection) playing a partial mediating role. Our research not only theoretically contributes to the research on VCSRC and self-expansion theory, but also inspires the operation of VCSRC projects in motivating consumers' continuous participation.

Does authoritarianism necessarily stifle creativity? The role of discipline-focused authoritarian leadership

A burgeoning body of research has shown that authoritarian leadership (AL) embodies the characteristics of "light" and "dark," meaning that it does not always have a negative impact on employees' creative activities. However, studies explaining this potential positive effect are insufficient. To extend the AL and creativity literature, we draw on self-determination theory and event system theory, and elicit discipline-focused AL and appointment event criticality to examine whether, when, and how authoritarian leaders affect employee creativity positively. With time-lagged data collected from 435 employees and their direct leaders in China, we found that discipline-focused AL has an indirect positive effect on employee creativity through creative self-efficacy. Additionally, appointment event criticality strengthens the positive relationship between discipline-focused AL and creative self-efficiency, and the indirect impact of discipline-focused AL on employee creativity through creative self-efficiency. The theoretical and practical implications are discussed.

Paradoxical Leadership and Involvement in Creative Task via Creative Self-Efficacy: A Moderated Mediation Role of Task Complexity

Modern organizational environments encounter serious competition and paradoxical situations. This study discusses the effect of paradoxical leadership on overcoming competitive and paradoxical situations happening in the Korean workplace. More specifically, it investigates the dynamic relationship between paradoxical leadership and involvement in creative tasks in a Korean context and examines whether creative self-efficacy positively mediates this relationship. Our research design addresses the moderating role and moderated mediating role of task complexity in the relationship between paradoxical leadership and the involvement in creative tasks via creative self-efficacy. The main hypotheses were tested by using a cross-sectional design and administering questionnaires to 268 employees working in Korean firms. Empirical analysis revealed that paradoxical leadership is positively related to involvement in creative tasks and creative self-efficacy and that creative self-efficacy positively mediated the relationship between paradoxical leadership and involvement in creative tasks. Importantly, as the relationship between paradoxical leadership and creative self-efficacy depends on task complexity, the mediated relationship was effective under high task complexity. Uncovering the relationship between paradoxical leadership and involvement in creative tasks with the mediating role of creative self-efficacy and the moderated mediating role of task complexity can provide useful theoretical and managerial implications.

How Followership Boosts Creative Performance as Mediated by Work Autonomy and Creative Self-Efficacy in Higher Education Administrative Jobs

Followership is an important but understudied domain. This study adopted a follower-centric perspective to examine the internal process by which followership affects creative performance via work autonomy and creative self-efficacy. The study employed a 3-wave survey of 341 employees of a Taiwanese university to achieve the research purpose. This study showed that effective followership (Time 1) is positively associated with employees' work autonomy (Time 1) and creative self-efficacy (Time 2). Work autonomy and creative self-efficacy mediate the relationship between effective followership and creative performance (Time 3). This study's empirical findings provide an improved way of measuring followership and broaden our understanding of how followership triggers intrinsic motivation to facilitate creative performance.

Increasing creative self-efficacy: Developing the confidence of biochemistry undergraduates to innovate

Biochemistry graduates need to be creative, however assessing creativity requires the production of novelty, judged by or against that of peers. A related phenomenon is 'creative self-efficacy' (CSE) - one's self-belief in producing creative outcomes. CSE is a contributor to creativity, but is more easily assessed, and thus more amenable for targeting pedagogically. To investigate interactions between student CSE and the learning environment, a biochemistry laboratory exercise was deployed within a 'creative' module, wherein students created their own experimental protocols. Students completed questionnaires at the beginning and end of the module. Compared to 'control' modules lacking overtly creative activities, the creative module significantly increased students' perceptions of their own creativity and whether their studies had increased their creativity. Students' confidence in meeting degree learning outcomes (for instance the ability to work productively in a laboratory), and motivation to study, were also significantly increased. Marks attained from the creative exercise correlated with students' CSE, but surprisingly, students' expected marks correlated negatively with their CSE, implying they had a poor understanding of the relationship between creativity and success. Our results suggest that the learning environment can positively affect students' CSE, promoting academic attainment of learning outcomes, motivation, and their confidence as biochemists.

From “personal” to “interpersonal”: a multilevel approach to uncovering the relationship between job satisfaction and knowledge sharing among IT professionals

Purpose

This study aims to examine how job satisfaction (JS) affects two types of knowledge sharing (KS), in-role KS and extra-role KS. It also investigates the mediating effect of knowledge sharing self-efficacy (KSSE) and the moderating effect of team collaborative culture (TCC) between JS and two types of KS.

Design/methodology/approach

This study applies attribution theory to develop a cross-level model and validate it through paired data collected from 322 information technology professionals nested within 80 teams. Hierarchical linear modeling is used to test the hypotheses.

Findings

JS positively influences in-role and extra-role KS via KSSE and TCC positively moderates the relationship between JS and extra-role KS.

Originality/value

This study is one of the first to investigate the mechanism underlying the influence of JS on two types of KS. It also identifies the mediating and moderating effects of this mechanism.

Am I worthy to my leader? Role of leader-based self-esteem and social comparison in the LMX-performance relationship

BACKGROUND: Most leadership theories, such as transformational, ethical, and servant leadership, emphasize the notion that leaders influence their followers’ in-role and extra-role work performance by treating them collectively and similarly. On the other hand, leader-member exchange (LMX) theory challenges this idea and argues that leaders treat followers differently and have high-quality exchange relationships with some followers and low-quality ones with others. However, few studies have examined LMX differentiated relationships in social contexts. OBJECTIVE: This study aims to investigate the role of employee leader-based self-esteem (LBSE) (i.e., employees’ self-evaluation of their worth derived from the quality of the relationship with their supervisor) in the relationship between LMX and two types of performance: task performance and organizational citizenship behaviour at individual level (OCB-I). Using an integrated theoretical framework of social comparison and self-consistency theories, we develop a moderated mediation model in which the mediating role of LBSE in the LMX-task performance and OCB-I relationships is conditional on the values of LMX social comparison (LMXSC). METHODS: Using a research sample of 298 manager-employee matching dyads working in 43 branches of a leading bank in Pakistan, results of hierarchical multiple regression analyses provided support for our developed model. RESULTS: We found that LMX positively led to LBSE which, in turn, served as a mediator between LMX and both performance types, with a stronger effect on OCB-I. We also found that by moderating the relationship between LMX and LBSE, LMXSC moderated the mediating role of LBSE, which had stronger effect on performance at high values of LMXSC than at low values. CONCLUSIONS: Following these findings, we discuss the contributions that this study offers to LMX and self-esteem literature and its managerial implications.

The Emergence of Creative Leaders Within Social Networks: The Case of Andy Warhol in the Art World of New York

The creative leadership literature has identified personality traits, skills, states, and behaviours which are effective within creative contexts and organisations, but it is yet to address how creative leaders emerge from social networks. This conceptual paper delineates the processes of creative leader emergence within the context of contemporary visual arts. Using a relational view of creative leader emergence, this paper incorporates the leader emergence processes of achievement and ascription, and then adjusts them to the context of the art world. We argue that both competence and identity contribute to the status construction of creative leaders by enabling their emergence within social networks. In addition to the processes of leader prototypicality through which leaders emerge within groups, we also identify processes of leader atypicality through which creative leaders emerge within network structures. Finally, our conceptual analysis is illustrated by the case of Pop artist Andy Warhol, focusing on his emergence as a creative leader within the art world of New York and his art studio, the factory.

Abusive Supervision and Creativity: Investigating the Moderating Role of Performance Improvement Attribution and the Mediating Role of Psychological Availability

The existing studies have indicated that abusive supervision affects creativity; however, the specific impact mechanism is still unclear due to the uncertain relationship between leadership and employee creativity. Based on the resource perspective, this study examines the influence of abusive supervision on creativity through psychological availability (PA) and the moderating of this mediation by performance improvement attribution (PIA). Based on a survey of 234 employees', the hypotheses have been tested and the results reveal that abusive supervision had a detrimental effect on employee creativity partially mediated by employee PA, and employees' PIA moderated the mediation. This study offers new insights into the mechanisms associated with the relationship between abusive supervision and creativity.

Effects of coworker's idiosyncratic deals on witness's creative process engagement: roles of responsibility for change and perceived exploitative leadership

Emerging research in the idiosyncratic deals literature is to examine its negative effects. Thus far, much remains unknown about how and when idiosyncratic deals are associated with employee creative process engagement. Invoking fairness heuristic theory and trait activation theory, we propose and test a model that coworker's idiosyncratic deals have a negative association with witness's creative process engagement through psychological contract violation. Furthermore, we theorize and test the combination of the responsibility for change and perceived exploitative leadership as important boundary conditions, associate interact with coworker's idiosyncratic deals to strengthen the positive impact on psychological contract violation, thereby reducing witness's creative process engagement. We use two time-lagged studies to provide support for these mediation and moderation effects, and also discuss the theoretical and practical implications of these findings.

The influence of ethical leadership on innovative performance: modeling the mediating role of intellectual capital

Purpose

Recent research studies have increasingly suggested leadership as a major antecedent to encourage innovative work behavior among business employees. Empirical studies which investigated the influence of various leadership aspects such as style and ethics on employees' innovative performance and unraveled the mechanism through which leadership exerts its impact on employees' innovative work behavior were restricted. Thus, the purpose of this research was to investigate the relationship between ethical leadership and employees' innovative performance by focusing on the mediating role of two forms of the intellectual capital (IC), i.e. human capital and social capital.

Design/methodology/approach

Data for present research were collected through in person administered questionnaire-based survey from the managerial level employees of the targeted sample of the manufacturing firms. Furthermore, due consideration was given while selecting the individuals from R&D departments of these organizations, who were typically involved in knowledge-intensive jobs and where application of intellectual assets was needed.

Findings

Ethical leadership was observed as to positively influencing employees' innovative performance. Two forms of IC, i.e. human capital and social capital were observed as playing mediating role in the ethical leadership – employees' innovative performance relationship.

Originality/value

The contemporary research study adds value in the literature of the ethical leadership. The most imperative theoretical contribution of the present research study underlines the psychological process, i.e. IC by which ethical leaders encourage innovative behavior among employees.

Creativity and Leadership in the Creative Industry: A Study From the Perspective of Social Norms

Individual creativity has been the focus of long-term research in creative industries. However, few studies have explored the impact on individual creativity from social factors. At the same time, the influence of individual creativity on the existence of subsequent factors in the creative industry is also worthy of further investigation. From a social standpoint, this research aims to explore how social norms affect individual creativity, and how individual creativity affects subsequent leadership. The present research takes creative entrepreneurs in creative enterprises as the research objects, and the structural equation model is used to analyze the data obtained from 202 valid questionnaires. Besides, the mediating effect of individual creativity between social norms and individual leadership is verified. The results show that social norms can effectively promote the generation of individual creativity that has a positive impact on both transactional or transformational leadership. It is revealed that social norms are effective tools for enhancing creativity, answering the question of how creative ideas are transformed into creative work and leadership. Individual creativity plays a mediating role between social norms and individual leadership.

Explorative and Exploitative Learning in Teams: Unpacking the Antecedents and Consequences

Many organizations adopt team-based structures to better survive in the highly competitive environment. To achieve this goal, teams not only need to develop new ideas to adapt to the changing situations, but also follow standardized procedures to complete tasks effectively, suggesting the importance of ambidextrous capacity on addressing the paradoxical demands. However, we have little knowledge about both of how to respectively facilitate team ambidextrous learning (i.e., team explorative and exploitative learning) and how team the two learning activities contributes to team effectiveness. Using the multi-time and multi-source data gathered from 140 teams in 6 Chinese companies, we found that team leader’s power sharing and management control behaviors (i.e., ambidextrous leader behaviors) specifically enhanced team explorative and exploitative learning. In addition, our results showed that team explorative and exploitative learning drove overall team performance via the mechanisms of team creativity and task completion respectively. The theoretical and practical implications, limitations, and future research directions are discussed as well.

Integrating Design Thinking into a Packaging Design Course to Improve Students’ Creative Self-Efficacy and Flow Experience

Creativity can be evaluated from learners’ internal motivation and learning outcomes. Implementation of innovative teaching methods by teachers can increase students’ learning motivation. In this study, convenience sampling was employed to select 54 students from a packaging design course; they were randomly grouped into 12 creative teams. Design thinking was integrated into the packaging design course, and its influence on the students’ creative self-efficacy and flow experience was investigated through empirical research. A pretest–posttest design was adopted to perform teaching experiments. In the pretest, conventional lectures were employed, whereas in the posttest, design thinking teaching was incorporated into the course. Packaging design practice spanned 4 weeks. The experiment results revealed that in the 12 creative teams, the students’ creative self-efficacy and flow experience were superior in the posttest than in the pretest. The results also demonstrated that design thinking improved the self-efficacy of students with low creativity tendency as well as the creative flow experience of all students regardless of creativity tendency.

Compulsory Citizenship Behavior and Employee Creativity: Creative Self-Efficacy as a Mediator and Negative Affect as a Moderator

Workplace stressors were identified to have critical impacts on employee creativity. However, little is known about how and when involuntary citizenship behavior [i.e., compulsory citizenship behavior (CCB)]-induced stress might exert an influence on employee creativity. To fill this knowledge gap, the present study firstly develops a moderated mediation model to investigate the CCB–employee creativity association as well as the underlying mechanism and contextual condition of this relationship. By integrating social cognitive theory such as self-efficacy theory and conservation of resources (COR) theory, we propose that CCB predicts employee creativity through the mediating role of creative self-efficacy (CSE), with the individual characteristics (i.e., personality traits) of negative affect acting as a boundary condition. Using two-wave time-lagged survey data collected from a sample of 251 frontline employees in 10 manufacturing firms in Southern China, the results show that: (a) CSE mediates the negative relationship between CCB and employee creativity; (b) negative affect moderates the relationship between CCB and CSE; (c) negative affect moderates the indirect influence of CCB on employee creativity through CSE. As the level of negative affect rises, this indirect relationship is stronger. Finally, important theoretical and managerial implications and promising avenues for future research are addressed.

Authoritarian-Benevolent Leadership, Moral Disengagement, and Follower Unethical Pro-organizational Behavior: An Investigation of the Effects of Ambidextrous Leadership

Drawing on the social cognitive theory of moral disengagement, this study examined the influence of the authoritarian-benevolent style of ambidextrous leadership on follower unethical pro-organizational behavior (UPB), mediated via moral disengagement. We tested the hypotheses using a sample of 175 participants at two time points. The results indicated that authoritarian-benevolent leadership affects moral disengagement. In addition, followers in congruent dyads with low authoritarian-benevolent leadership perceived higher levels of moral disengagement than those in congruent dyads with high authoritarian-benevolent leadership. Furthermore, high authoritarian-benevolent leadership had an indirect effect on follower UPB via moral disengagement. Theoretical and practical implications and future research directions are suggested.

Nudging individuals' creativity using social labeling

Simple instructions have been shown to robustly influence individual creativity, which is key to solve local problems. Building on social labeling theory, we examine the possibility of nudging individual’s creativity using “creative” and “not creative” labels. Study 1 showed that subjects labeled as “creative” or “not creative” performed better in a creative task than unlabeled subjects and established the moderating effect of self-perceived creativity. Among subjects scoring low on self-perceived creativity, those labeled as “creative” performed better than those labeled as “not creative”. Conversely, among subjects scoring high on self-perceived creativity, those labeled as “not creative” tend to perform better than those labeled as “creative”. Study 2 and Study 3 further explored the psychological mechanisms at play in both cases: specifically, Study 2 showed that applying a “creative” label has the ability to increase creative self-efficacy through self-perceived creativity, whereas Study 3 demonstrated that applying a “not creative” label has the ability to increase individual creativity performance through a higher involvement in the creative task.

How to Motivate Employees for Sustained Innovation Behavior in Job Stressors? A Cross-Level Analysis of Organizational Innovation Climate

The starting point of organizational innovation is employees’ creative thinking and innovation behaviors at work. In addition to personality and innovation willingness, innovation behavior depends on the level of support available in an organizational environment. The data used in this study were collected from 74 R&D teams (418 employee participants) in technology companies in Taiwan, and a multi-level analysis was conducted to investigate the relationships among job stressors, creative self-efficacy, and employees’ sustained innovation behavior, as well as the role of the organizational innovation climate between creative self-efficacy and employees’ innovation behavior. The research findings revealed significant positive relationships between challenge stressors and employees’ sustained innovation behavior, as well as significant negative relationships between hindrance stressors and employees’ sustained innovation behavior, mediation effects of creative self-efficacy on job stressors and employees’ sustained innovation behavior, and moderation effects of the organizational innovation climate on employees’ creative self-efficacy and sustained innovation behavior. An enterprise could place some working-related stress on employees and create a rich internal innovative climate to induce innovation behavior in its members.

The influence of team social media usage on individual knowledge sharing and job performance from a cross-level perspective

Purpose

The purpose of this paper is to examine how team social media usage (SMU) affects two types of knowledge sharing (KS), namely, in-role and extra-role KS, and then individual job performance. The study also examines the mediating effects of two types of KS and the main and moderating effects of team performance norms on individual job performance.

Design/methodology/approach

This study applies the theory of communication visibility to develop a cross-level model and then validate it through a three-wave survey from 600 individuals in 120 teams. Hierarchical linear model is used to test the hypotheses.

Findings

The results suggest that team SMU improves team members’ in-role and extra-role KS, and thus enhances their individual job performance. The in-role and extra-role KS have partial mediating effects between team SMU and job performance. The results also show that team performance norms have a positive main effect on individual job performance, but negatively moderate the relationship between individual extra-role KS and job performance.

Research limitations/implications

This study contributes to the operations management literature by examining the effects of team SMU from a multilevel perspective.

Practical implications

The findings provide managers with ways to improve individual KS and job performance.

Originality/value

This study is one of the first to investigate the effects of team SMU on individual KS and job performance. It also identifies the two-sided effects of team performance norms.

Linking transformational leadership with employees’ engagement in the creative process

Purpose

Given that individual creativity is a critical element to achieving organizational competitiveness, the purpose of this study is to attempt to investigate how transformational leadership (TL) drives employee creative process engagement (CPE) by improving their creative self-efficacy (CSE).

Design/methodology/approach

Analysis has been performed based on 194 responses from information and communication technology firms using a cross-sectional survey design. The study follows a deductive research approach to test the hypotheses. It uses SmartPLS2 and IBM SPSS 21 for a structural equation model.

Findings

The investigation finds that TL significantly predicts CPE, and CSE partially mediates the TL–CPE relationship. The result demonstrates that TL shapes an organizational climate conducive to the employees’ CPE by building employees’ self-efficacy.

Research limitations/implications

The study sample was drawn from a single sector of the Bangladeshi economy. The sampling design represents a limitation, for which the findings cannot be broadly generalized. Replications and augmentations of the study in various industrial areas will help test the robustness and generalizability of the discoveries.

Practical implications

TL and CPE are desirable organizational outcomes across all cultures. From a practical standpoint, the outcomes demonstrate that TL is linked to CPE and CSE among information and communication technology employees. This study extends the appropriateness of CSE into Asian countries. Notably, it provides additional insight into a contemporary TL model that can unequivocally impact leadership development in the Bangladeshi information and communication technology firms. Managers or chief executive officers in the small and medium enterprises are expected to exhibit TL attributes by designing a supportive organizational climate that will motivate employees to exhibit creative activities.

Social implications

TL transforms employees’ psychological state to get them to engage in creative processes, benefiting the organizational stakeholders by their unconventional creative behavior. The TL-driven innovative outcome through employees’ CPE contributes to the development of social well-being.

Originality/value

This paper adds significance to the extant literature regarding the determinants of the mediating impact of CSE on TL and CPE from the viewpoints of information and communication technology firms, particularly from developing countries, such as Bangladesh. It also contributes to reconcile the findings of the previous studies around the globe in both developed and developing countries.

‘PLEASE LEAD ME, MY COMMITMENT IS LOW’: INTERACTIVE EFFECTS OF COMMITMENT AND LEADERSHIP ON INNOVATIVE BEHAVIOUR

Even though the effects of leadership and affective commitment on innovative work behaviours (IWBs) have been thoroughly researched, little is known about the interactive effects of these factors on IWBs. Based on data collected from 263 respondents from public and private organisations in Lesotho, the present study examines if affective commitment moderates the relationship between leadership and IWB. Drawing on literatures across management and innovation research domains, the study proposes and finds evidence that affective commitment moderates the relationship between leadership and IWB such that the relationship is stronger for affectively committed employees, while being relatively weaker for less affectively committed employees. The results also reveal that while leadership and management level have the main effects on IWB, affective commitment has no effect on IWB. Overall, the study responds to calls for examining the joint effects of person and context characteristics on IWBs. Drawing on our results, we discuss implications for theory and practice.

The Relationship Between Self-Control and Self-Efficacy Among Patients With Substance Use Disorders: Resilience and Self-Esteem as Mediators

Background: While substance use disorder is one of the overarching health and social issues that might seriously disrupt individuals' self-control and self-efficacy, most previous studies have been conducted among university students or other groups, and little is known about how the underlying mechanisms between self-control and self-efficacy might impact patients with substance use disorders. Objectives: The purpose of this study is to investigate how resilience and self-esteem mediate the relationships between self-control and self-efficacy among patients with substance use disorders. Methods: We conducted a cross-sectional study of 298 patients with substance use disorder from Shifosi rehab in China. Diagnostic and Statistical Manual of Mental Disorders (5th Edition)-based diagnostic questionnaires were used to collect demographic information and assess addiction severity. The Dual-Modes of Self-Control Scale (DMSC-S) was implemented to measure self-control, while self-esteem was measured using the Self-esteem Scale (SES). The Connor-Davidson Resilience Scale (CD-RISC) was used to measure resilience, and self-efficacy was measured by the regulatory emotional self-efficacy scale (RESE). Results: The correlations between all the dimensions and total scores on the self-control, resilience, self-esteem, and self-efficacy were significantly positive (p < 0.01), indicating that they could predict patients' self-efficacy. Bootstrap testing indicated that resilience and self-esteem fully mediated the relationship between self-control and self-efficacy, relationships between self-control and self-esteem were partially mediated by resilience, and resilience partially mediated the relationship between self-esteem and self-efficacy. Finally, the multiple-group analysis indicated that the relationships among self-control, resilience, self-esteem, and self-efficiency did not differ with respect to gender. Conclusions: The path from self-control through resilience and self-esteem and on to self-efficacy is significant among patients with substance use disorders, suggesting that increasing self-control, resilience, and self-esteem can improve self-efficacy among patients with substance use disorders.

The impacts of leadership support and coworker support on employee creative behavior

Purpose

Previous research has emphasized how leadership style and collegial relationships can foster creativity in the workplace; in a related sense, understanding how support from leaders and coworkers affect the creativity process is critical too. Therefore, the purpose of this paper is to seek a deeper understanding of how leadership support and coworker support influence employee creativity.

Design/methodology/approach

A quantitative study was conducted among 299 employees working at eight organizations in a non-western country.

Findings

The results of this research revealed that both leadership support and coworker support exert positive influences on employee creativity, moderated by several additional variables. Specifically, employee engagement and tenure both strengthen the relationship of leadership support with employee creativity. Furthermore, individual creativity has a positive impact on job performance.

Research limitations/implications

These findings offer theoretical and practical implications, as well as directions for further research

Originality/value

This research examined the impacts of leadership support and coworker support on employee creative behavior and individual performance. To better understand the nature of these impacts, the authors introduced two moderators such as employee engagement and tenure. To the best of our knowledge, there are no empirical evidences regarding whether and how leadership support and coworker support interact with employee engagement and tenure to influence employee creative behavior and individual performance.

Self-control and Task Timing Shift Self-efficacy and Influence Willingness to Engage in Effortful Tasks

Self-efficacy constitutes a key factor that influences people's inclination to engage in effortful tasks. In this study, we focus on an interesting interplay between two prominent factors known to influence engagement in effortful tasks: the timing of the task (i.e., whether the task is scheduled to take place in the near or distant future) and individuals' levels of self-control. Across three studies, we show that these two factors have an interacting effect on self-efficacy. Low self-control (LSC) individuals report higher self-efficacy for distant-future effortful tasks than for near-future tasks, whereas high self-control (HSC) individuals report higher self-efficacy for near-future tasks than for distant future tasks. We further demonstrate how self-efficacy then molds individuals' willingness to engage in those effortful tasks. Given that a particular task may comprise effortful aspects alongside more enjoyable aspects, we show that the effects we observe emerge with regard to a task whose effortful aspects are salient and that the effects are eliminated when the enjoyable aspects of that same task are highlighted.

Personal Accomplishment, Mentoring, and Creative Self-Efficacy as Predictors of Creative Work Involvement: The Moderating Role of Positive and Negative Affect

This research explores the relationships among personal accomplish- ment, mentoring, affect, creative self-efficacy, and creative involvement. With a sample of working adults (N = 242), structural equation modeling results revealed that the data fit the theoretical model well in that creative self-efficacy fully mediated the relationships between personal accomplishment and creative work involvement and between mentoring and creative work involvement. Hierarchical regression analyses demonstrated that positive affect moderated the relationship between personal accomplishment and creative self-efficacy but negative affect did not, signifying that positive affect may be a necessary situational factor to optimize the personal accomplishment-creative self-efficacy link. In contrast, negative but not positive affect moderated the link between mentoring experiences and creative self-efficacy, suggesting that mentoring experiences associated with negative affect situationally may have been likely to have a significant consequence in weakening creative self-efficacy. The findings expand upon self-efficacy and mentoring theories by highlighting the importance of employing theoretically relevant moderating and mediating variables in research investigating the etiology of possible variables associated with vital workplace outcomes.