Leadership,Creative Problem‐Solving Capacity,and Creative Performance: The Importance of Knowledge Sharing |
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| Authors: | Abraham Carmeli Roy Gelbard Roni Reiter‐Palmon |
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| Affiliation: | 1. Professor of strategy and management, Faculty of Management, Tel Aviv University;2. Head of the Information System Program, Graduate School of Business Administration, Bar‐Ilan University;3. Isaacson Professor and Director, Industrial/Organizational Psychology, University of Nebraska at Omaha (UNO) |
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| 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. |
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| Keywords: | creative problem‐solving capacity creativity knowledge sharing leadership |
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