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Does being mindful make people more creative at work? The role of creative process engagement and perceived leader humility

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  • Cheung, Siu Yin
  • Huang, Emily G.
  • Chang, Song
  • Wei, Liqun

Abstract

An emerging line of research in the mindfulness literature is to examine the role of mindfulness in creativity in organizations. Thus far, little is known about how and when mindfulness, defined as present-moment attention, is associated with employee creativity. We theorize and test a model that links mindfulness to employee creativity through creative process engagement. We further suggest and test perceived leader humility as a boundary condition for such an association. The results of two field studies with time-lagged designs provide supporting evidence for our conceptual model. Specifically, the findings from both studies indicate that employee mindfulness has a positive association with supervisor-rated employee creativity through employee creative process engagement. In our second study, we also find that the indirect positive association between mindfulness and employee creativity (via creative process engagement) is strengthened when employees perceive their supervisors to be humble leaders. In contrast, the conditional indirect relationship is statistically nonsignificant under the condition of low perceived leader humility.

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  • Cheung, Siu Yin & Huang, Emily G. & Chang, Song & Wei, Liqun, 2020. "Does being mindful make people more creative at work? The role of creative process engagement and perceived leader humility," Organizational Behavior and Human Decision Processes, Elsevier, vol. 159(C), pages 39-48.
    • Handle: RePEc:eee:jobhdp:v:159:y:2020:i:c:p:39-48
    DOI: 10.1016/j.obhdp.2019.12.003
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    References listed on IDEAS

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    1. Frances J. Milliken & Elizabeth W. Morrison & Patricia F. Hewlin, 2003. "An Exploratory Study of Employee Silence: Issues that Employees Don’t Communicate Upward and Why," Journal of Management Studies, Wiley Blackwell, vol. 40(6), pages 1453-1476, September.
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    3. Bradley P. Owens & Michael D. Johnson & Terence R. Mitchell, 2013. "Expressed Humility in Organizations: Implications for Performance, Teams, and Leadership," Organization Science, INFORMS, vol. 24(5), pages 1517-1538, October.
    4. Huang, Lei & Krasikova, Dina V. & Liu, Dong, 2016. "I can do it, so can you: The role of leader creative self-efficacy in facilitating follower creativity," Organizational Behavior and Human Decision Processes, Elsevier, vol. 132(C), pages 49-62.
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    Cited by:

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    4. Xiao Hu & Shumaila Mazhar Khan & Shijiao Huang & Jawad Abbas & Mirabela Constanta Matei & Daniel Badulescu, 2022. "Employees’ Green Enterprise Motivation and Green Creative Process Engagement and Their Impact on Green Creative Performance," IJERPH, MDPI, vol. 19(10), pages 1-13, May.
    5. Andries Lionardo & Chairun Nasirin, 2020. "Leadership Management and Youth Competencies in the Administration of Public Policy in Indonesia," International Journal of Economics & Business Administration (IJEBA), International Journal of Economics & Business Administration (IJEBA), vol. 0(3), pages 335-343.
    6. Mudassar Ali & Li Zhang & Zhenduo Zhang & Muhammad Zada & Abida Begum & Heesup Han & Antonio Ariza-Montes & Alejandro Vega-Muñoz, 2021. "Can Leaders’ Humility Enhance Project Management Effectiveness? Interactive Effect of Top Management Support," Sustainability, MDPI, vol. 13(17), pages 1-17, August.
    7. Siyuan Huang & Xiang Huang, 2023. "How Green Bankers Promote Behavioral Integration of Green Investment and Financing Teams—Evidence from Chinese Commercial Banks," Sustainability, MDPI, vol. 15(9), pages 1-29, April.

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