Leadership, Creative Problem-Solving Capacity, and Creative Performance: The Importance of Knowledge Sharing

Abraham Carmeli, Roy Gelbard, Roni Reiter-Palmon

Research output: Contribution to journalArticle

127 Scopus citations

Abstract

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.

Original languageEnglish (US)
Pages (from-to)95-121
Number of pages27
JournalHuman Resource Management
Volume52
Issue number1
DOIs
StatePublished - Jan 1 2013

Keywords

  • Creative problem-solving capacity
  • Creativity
  • Knowledge sharing
  • Leadership

ASJC Scopus subject areas

  • Applied Psychology
  • Strategy and Management
  • Organizational Behavior and Human Resource Management
  • Management of Technology and Innovation

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