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Leadership, Creative Problem‐Solving Capacity, and Creative Performance: The Importance of Knowledge Sharing
Author(s) -
Carmeli Abraham,
Gelbard Roy,
ReiterPalmon Roni
Publication year - 2013
Publication title -
human resource management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.888
H-Index - 94
eISSN - 1099-050X
pISSN - 0090-4848
DOI - 10.1002/hrm.21514
Subject(s) - originality , mediation , creative problem solving , fluency , knowledge management , psychology , creativity , knowledge sharing , creative thinking , moderated mediation , test (biology) , process (computing) , computer science , social psychology , sociology , mathematics education , social science , paleontology , biology , operating system
This article presents two studies that examine whether leader supportive behaviors facilitate knowledge sharing and employee creative problem‐solving capacity, thereby enhancing creative performance. The findings from both studies indicate that leader supportive behaviors are directly and indirectly related, through both internal and external knowledge sharing, to employee creative problem‐solving capacity. In addition, creative problem solving was related to the two dimensions of creative performance—fluency and originality. However, a test of the mediation model indicated that creative problem solving only mediated the relationship between internal knowledge sharing creative performance and originality. These findings highlight the complex process by which leaders facilitate both internal and external knowledge sharing and employee creative problem‐solving capacity, thereby improving employee creative performance.