Christina Sue-Chan

Effect of a Coach’s Regulatory Focus and an Individual’s Implicit Person Theory on Individual Performance:

Consistent with the arguments of regulatory focus theory, an experiment revealed that a promotion coaching orientation relative to a prevention coaching orientation had a more positive effect on the performance of recipients following coaching. Moreover, in support of regulatory fit theory, a prevention coaching orientation had a more positive effect on the performance of recipients with implicit fixed beliefs about ability than for those with implicit incremental beliefs. The robustness of these results was supported through replication in a lagged, correlation field study of employees in the production facility of a global company. In addition, in the field study, there was a significant additive component in the effects for promotion-oriented coaching, due to better regulatory fit for employees with incremental beliefs.

Where Do Social Ties Come from: Institutional Framework and Governmental Tie Distribution Among Chinese Managers

This study identifies the societal institutional framework as the cause for the tie distribution issue the sizes of ego-networks of social actors are unevenly distributed across social categories of these social actors. The analysis of 250 Chinese firms showed that managers employed by state-owned enterprises possess more governmental tie channels conduits to get acquainted with government officials than those employed by non-state-owned enterprises. Governmental tie channels completely mediated the relationship between ownership types and the number of government ties in the managers social network.

Culture and the Assessment of Creativity

Laboratory studies of culture and creativity typically rely upon measures of divergent thinking while studies of creativity in organizational settings explicitly define creativity and use subject matter experts as assessors to account for the influence of culture on the assessment of creativity. Yet, little is known about what specific characteristics of a creative idea are considered when creativity is assessed by communities of experts (the field) in different spheres of creative activities (domain). In this article, we review, conceptually analyse, and illustrate using original interview data the influence of culture on the assessment of two commonly examined dimensions of overall creativity, novelty, and usefulness. Using the context of expatriates, we propose a framework, along with propositions, that integrates cultural experience, creativity criteria, and assessor perspectives on creativity assessment. Finally, we discuss ways in which a focus upon the processes underlying creativity assessments could help advance research on culture and creativity.

LMX, Coaching Attributions, and Employee Performance

We examined the relationship between leader–member exchange (LMX) quality and the attributions subordinates make about their supervisors’ coaching of them. Data were collected from 270 supervisor–subordinate dyads. Subordinates reported that LMX was positively related to attributions that their supervisor’s coaching was for the benefit of subordinates (other-focused interests), and negatively related to attributions that their supervisors’ coaching was for the benefit of themselves (self-focused interests). Moreover, attributions partially mediated the relationship between LMX quality and both objective and subjective performance with subordinate-attributed supervisors’ other-focused interests positively related to performance but subordinate-attributed supervisors’ self-focused interests negatively related to performance.

Gains and losses in creative personality as perceived by adults across the life span.

In this study, we used a life span model to study the subjective perception of creative personality (CP) in emerging, young, middle-aged, and older Hong Kong Chinese adults. We also asked participants to estimate the approximate age by which people develop and lose CP across adulthood. We expected an interesting interplay between internalized age stereotypes and age-related differentiation in beliefs about personality development. Older adults perceived increases in both gains and losses in CP in old age. But they still maintained a similar level of self-perceived CP traits when compared with young participants. Emerging, young, and middle-aged adults were less optimistic about their creativity development into old age. Young adults, in contrast to older adults, believed that gains in CP began and ceased at an earlier age. Positive perceptions of CP in ones aging process may have implications for aging successfully.

Take-off or abort? Chief Smith and Flight Line in NAS Ionian

Synopsis This case presents the leadership challenges that Chief Petty Officer Amanda Smith navigated as the first woman assigned to lead a Flight Line work center at NAS Ionian, an organization that was characterized by a culture of “hegemonic masculinity.” Failure to effectively lead the work center could have catastrophic consequences, including death of service personnel. Flight Line work centers, located in naval air stations throughout the world, serviced the air operations of aircraft carriers of the US Navy and provided allied air support. The assignment was a test of Smith’s leadership because the NAS Ionian Flight Line had experienced a spate of misconduct by personnel and had failed important maintenance inspections. Chief Smith was tasked to improve the morale and performance of the work center’s sailors who had diverse personal and professional backgrounds. She was also directed to ensure that the work center passed important maintenance inspections despite the challenges of dealing with subordinates, rank peers, and senior officers who had never previously worked with a woman in her role. Research methodology The case study is based on primary data collected from the protagonist, a.k.a. Amanda Smith. The primary data are supplemented with secondary data from published sources. The names of the air station and the protagonist have been altered to protect the identity of individuals in the case. Relevant courses and levels The case is applicable to senior undergraduate courses in HRM performance or talent management, training and development as well as in MBA or other Master’s level courses in management, industrial-organizational psychology, organizational behavior and leadership. Theoretical bases The case deals with leadership style (e.g. Initiating structure – organizing work, giving structure to the work context, defining role responsibility, scheduling work activities; consideration – building camaraderie, respect, trust, and liking between leaders and followers); organizational culture; diversity management; power and influence; and performance management.

Team processing and creative self-efficacy in professionals from creative and non-creative industries

The value of creative industries is developing worldwide: the United States (11 % of GDP in 2010; Oxford Economics The economic impact of the creative industries in the Americas. Oxford Economics, UK, 2013), Argentina, Mexico, and Peru (7 % of GDP in 2010; Oxford Economics in The economic impact of the creative industries in the Americas. Oxford Economics, UK, 2013), the European Union (4.5 % of GDP in 2008; TERA Consultants in The economic contribution of the creative industries to EU GDP and employment: evolution 2008–2011. TERA Consultants, France, 2014), South Korea (10 % between 2010 and 2012; CISAC in The creative industries and the BRICS. CISAC, France 2014), China (6.37 % of GDP between 2010 and 2012; CISAC in The creative industries and the BRICS. CISAC, France 2014), Hong Kong (4.1 % of GDP in 2009; Census and Statistics Department, HKSAR in Hong Kong Mon Dig Stat 1–28, 2011), and Taiwan (3.7 % of GDP in 2010, Ministry of Culture, Taiwan in Taiwan cultural and creative industries annual report 2010).