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Benefits of team participative decision making and its potential to affect individual creativity
Author(s) -
Wong Yin Yee,
Chow Irene HauSiu,
Lau Victor P.,
Gong Yuanyuan
Publication year - 2018
Publication title -
journal of applied social psychology
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.822
H-Index - 111
eISSN - 1559-1816
pISSN - 0021-9029
DOI - 10.1111/jasp.12517
Subject(s) - creativity , affect (linguistics) , psychology , psychological safety , diversity (politics) , perception , cognition , social psychology , supervisor , team composition , applied psychology , management , sociology , communication , neuroscience , anthropology , economics
How does team participative decision‐making affect individual creative performance? Building on team climate theory (Anderson & West, 1998; West 1990, 2002; West & Sacramento, 2012), this study investigates the indirect effect of team participative decision making on employee creativity through individual perception of cognition team diversity and psychological safety. Results from 256 supervisor–subordinate dyads in 45 teams show that team participative decision making is positively associated with cognitive team diversity and psychological safety. For the mediating effects, team participative decision‐making climate is positively indirectly related to creative performance via psychological safety but not via cognitive team diversity. Theoretical and practical implications are discussed.