Cool down emotion, don’t be fickle! The role of paradoxical leadership in the relationship between emotional stability and creativity

Disentangling the Link between Diverse Social Networks and Creativity: The Role of Personality Traits

Past studies have shown that being exposed to ethnocultural diversity can positively impact individual creativity. Yet, little is known about the interplay between situational (i.e., diversity) and dispositional (e.g., personality) factors in predicting creativity. Taking a person-situation approach, we use social network data to test the moderating role of personality in the relationship between having an ethnoculturally diverse network and creativity. Moreover, we investigate these questions in a diverse community sample of immigrants residing in the city of Barcelona (N = 122). Moderation analyses revealed that network diversity predicted higher levels of creativity in migrant individuals with medium to high levels of extraversion, and in those with low to medium levels of emotional stability. These results highlight the need to acknowledge the important role played by interacting individual-level dispositions and more objective meso-level contextual conditions in explaining one's ability to think creatively, especially in samples that have traditionally been underrepresented in previous literature.

The impact of emotional leadership on Chinese subordinates' work engagement: role of intrinsic motivation and traditionality

BACKGROUND

Leaders' emotions and emotion regulation strategies influence subordinates' attitudes and behaviors, while previous studies have mostly taken an emotional perspective. Leaders' emotional competence also has an impact on subordinates through motivational and cognitive pathways. Based on self-determination theory, this study examined the impact of emotional leadership on subordinates' work engagement, as well as the mediating role of subordinates' intrinsic motivation and the moderating role of traditionality.

METHODS

We first performed a scenario experiment study in which 116 Chinese college students were asked to read experimental materials on different leadership behaviors and answer relevant questions. Subsequently, a questionnaire survey was conducted, in which 347 Chinese enterprise employees were asked to rate their own experiences with emotional leadership, work engagement and intrinsic motivation. We used SPSS 25.0 for performance reliability analysis, correlation analysis and hierarchical regression analysis to test the reliability of the scales and investigate the relationship between the variables. Bootstrap analysis was used to test the mediating and moderating effects.

RESULTS

Emotional leadership has a significant direct positive effect on subordinates' work engagement and positively influences subordinates' work engagement through the mediation of subordinates' intrinsic motivation. The effect of emotional leadership on intrinsic motivation is stronger for those with high traditionality than for those with low traditionality.

CONCLUSION

Emotional leadership can improve subordinates' work engagement by stimulating their intrinsic motivation. Therefore, managers need to be able to effectively regulate and manage subordinates' emotions to stimulate their intrinsic motivation and to differentiate the management of subordinates with different levels of traditionality to improve subordinates' work engagement.

Affect-driven impact of paradoxical leadership on employee organizational citizenship behaviour

Paradoxical leadership is an emerging leadership style which describes leadership behaviours that are ostensibly contradictory but in reality are interrelated and address workplace demands simultaneously and over time. The present study is based on affective events theory (AET), which states that occurrences or events at work result in prompt positive or negative affect in employees. The purpose of the study is to examine the mediating role of positive affect on the relationship between paradoxical leadership and employee organizational citizenship behaviour (OCB). We also examine the moderating role of procedural fairness on the relationship between employee positive affect and OCB. Data collected in two phases in small- and medium-sized Chinese companies indicate that positive affect fully mediates the relationship between paradoxical leadership and employee OCB, and this relationship was found to be stronger when procedural fairness was higher rather than lower. We provide theoretical and practical implications of these findings.