悖论思维对创造力的“过犹不及”效应研究

悖论思维帮助个体发现对立事物间的联系,有利于创造性想法或创意的生成,但过高水平的悖论思维极易导致认知过载,使个体无暇顾及需要想象力和灵感的创造性活动。基于"过犹不及效应",本文提出悖论思维对员工创造力产生非线性影响。同时,根据能力-动机-机会(AMO)的理论框架,探索个人学习能力在这一关系中的中介作用,以及领导调节聚焦行为的调节作用。本文认为:悖论思维与员工创造力呈倒U型关系,个人学习能力在上述关系中起中介传导作用,领导促进型聚焦行为强化了变量间的间接关系,而领导防御型聚焦行为削弱了变量间的间接关系。通过对313名员工的三阶段调查分析,数据支持了本研究提出的假设。虽然适度的悖论思维有助于员工提升学习能力,但过度的悖论思维反而会降低员工学习效率进而削弱员工创造力,领导调节聚焦行为决定了员工是否能完成学习能力到创造力的转化。研究结论为员工创造力的影响因素研究提供了新思路,引导企业通过甄选员工和调整领导行为来激发员工创造力。

The Too-Much-Of-A-Good-Thing Effect of Paradox Mindset on Employee Creativity

Paradox mindset can help individuals discover the connections between opposing things and facilitate the generation of creative ideas. However, excessively high level of paradox mindset can easily lead to cognitive overload, so that individuals have no time to consider creative activities which need for imagination and inspiration. Based on the too-much-of-a-good-thing effect, this paper proposes that paradox mindset exerts a nonlinear influence on employee creativity. At the same time, using the Ability-Motivation-Opportunity(AMO) theory framework, this paper explores the mediating role of individual learning capability and the moderating role of regulatory-focused leadership in this relationship. This paper assumes that there is an inverted U-shaped relationship between paradox mindset and employee creativity;the inverted U-shaped relationship between paradox mindset and employee creativity is mediated by individual learning capability;promotion regulatory-focused leadership strengthens the indirect relationship between variables, while prevention regulatory-focused leadership weakens the indirect relationship between variables. Through a three-stage survey and analysis of 313 employees, the data supports the above hypothesis. Although moderate paradox mindset helps employees improve their learning capability, excessive paradox mindset will reduce employee learning efficiency and weaken employee creativity. Regulatory-focused leadership determines whether employee can complete the transformation from learning capability to creativity. Not only do these results provide new ideas for the research on the antecedents of employee creativity, but also guide companies to stimulate employee creativity by selecting employees and adjusting leadership behavior.