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creative drive and life-long creative vision that will help individu-als, including
managers, to achieve their personal and professional goals (Mauzy, 2006). In an
overview of creativity and what it entailed, Rhodes (1961) described four
overlapping themes: Characteristics for personal creativity (e.g.curiosity,
openness), Creative process (e.g., properly defining problem or opportunity),
ijcrb.webs.com INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN
BUSINESS COPY RIGHT 2013 Institute of Interdisciplinary Business Research 244
JUNE 2013 VOL 5, NO 2 Outcomes or products (e.g., focus on clients, donors,
ultimate users needs), Context or climate (e.g., workplace that encourages
individual, group, and organizational creativity) (Barrett, et al. 2005). Employee
creativity According to conventional wisdom, creativity is something that creative
people have or do (Amabile, 1997). Creative individuals have several features that
distinguish them from their less creative peers, that is, they have a rich body of
domain-relevant knowledge and welldeveloped skills; they find their work
intrinsically motivating; they tend to be independent, unconventional, and greater
risk takers; and they have wide interests and a greater openness to new
experiences (Simonton, 2000). Many studies have identified creativity as an
outcome that focuses on new and useful ideas (Shalley and Gilson, 2004). Individual
creativity consists of: 1) Need for achievement; 2) Locus of control; 3) Encounter to
ambiguity conditions; and 4) Creativity-related skills (Shilling, 2008). According to
Amabile (1998), individual creativity is classified by three components: expertise,
creative-thinking skills, and motivation. Managers can influence these
componentsfor better and worse-through workplace practices and conditions.
Expertise and creativethinking skills are more difficult and time consuming to
achieve than motivation. Intrinsic motivation stimulates high level of persistence
and creative effort in work contexts where creativity is clearly valued. Creative
individuals have several features that distinguish them from their less creative
peers, that is, they have a rich body of domain-relevant knowledge and welldeveloped skills; they find their work intrinsically motivating; they tend to be
independent, unconventional, and greater risk takers; and they have wide interests
and a greater openness to new experiences (Simonton, 2000). Several recent
studies of leadership have examined the influence of leaders on employees
creative behaviors. Followers creativity achievement is likely to be mediated
primarily by their degrees of psychological involvement in creative processes
(Carmeli & Schaubroeck, 2007). Considerable evidence indicates that employee
creativity can fundamentally contribute to organizational innovation, effectiveness,
and survival (Shalley, Zhou, & Oldham, 2004). Several studies have demonstrated a
positive relationship between support from supervisors and employee creativity. For
example, Oldham and Cummings (1996) found that supportive supervision made a
significant contribution to the number of patent disclosures employees wrote over a
two-year period. However, creative employees that are placed in traditional
productivity driven organizations with formal structures, time constraints, strict
regulations, daily similar tasks, standardized workplaces, etc., may not be
stimulated to show the desired creative behavior. The extent to which a person
generates new and useful ideas depends on the support that is received from the
work environment (Woodman et al., 1993). Piccolo and Colquitt (2006) concluded
that there were four dimensions of leaders influence on employee creativity,
including idealized influence, inspirational motivation, intellectual stimulation and
individualized consideration. Also, George and Zhou (2007) considered three
alternative ways in which supervisors could enhance employee creativity: through
providing developmental feedback, through displaying interactional justice, and
through being trustworthy. More specifically, developmental feedback instills a
learning/improvement orientation that is vital for creativity; interactional
ijcrb.webs.com INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN
BUSINESS COPY RIGHT 2013 Institute of Interdisciplinary Business Research 245
JUNE 2013 VOL 5, NO 2 justice ensures that subordinates will have the knowledge
and information they need to be creative and will be treated with respect even if
their ideas do not pan out; and trust reassures them that their hard work and risk
taking are well worth the effort because supervisors have the competence and
professionalism to follow through on creative ideas. Therefore, it is important for all
organizations to improve their employees creativity, so managers must focus on
identifying, understanding, and utilizing techniques and approaches that promote
the creativity of their people. Conclusion Nowadays, understanding the dynamics of
creativity in organizations is a high priority in organizational behavior research
(Zhou & Shalley, 2008). In modern business, creativity and innovation are important
indicators of an organizations performance, and creative work environment can
advance employees well-being in terms of job satisfaction and lower intentions to
leave (Shalley et al. 2000). Organizations are increasingly seeking to foster
creativity, because it is an important source of organizational innovation as well as
competitive advantage (Oldham and Cummings, 1996). Many researchers believe
that creativity is very important for the long-term survival of organizations because
it enables organizations to remain competitive in a rapidly changing environment
and to achieve a competitive advantage (Beheshtifar & Kamani-Fard, 2013).
Organizations could develop creativity by selecting individuals that are potentially
creative, for instance based on assessment tools like Goughs Creative Personality
Scale, or by training workers in cognitive skills like divergent thinking (Scott et al.,
2004). So, the organization must understanding the behavior of the employees and
creates a culture to drive employees creativity in the organization. We consider
employee creativity as an ongoing process, not limited in time and space, and we
envision a role for ergonomics to foster the creativity of all workers. For creativity to
occur in organizations, managers need to support and promote it. ijcrb.webs.com
INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS COPY
RIGHT 2013 Institute of Interdisciplinary Business Research 246 JUNE 2013 VOL 5,
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