The effect mechanism of leaders&rsquo;linguistic frame on followers&rsquo;creativity based on regulatory focus theory

PDF(1024 KB)

Science Research Management ›› 2012, Vol. 33 ›› Issue (1) : 127-137.

The effect mechanism of leaders’linguistic frame on followers’creativity based on regulatory focus theory

Li Lei, Shang Yufan, Xi Youmin

Author information +

History +

Abstract

The regulatory focus theory is introduced to the research field of leader’s influence on follower’s creativity, and a conceptual framework about the effect mechanism of leaders’linguistic frame on followers’creativity is theoretically proposed and empirically verified. Based on a sample of 143 students and by using an experiment method, the influence process of leaders’linguistic frame on followers’creativity is deeply analyzed. The research results reveal that followers’situational regulatory focus partly mediates the relationship between leaders’linguistic frame and followers’creativity, and followers’chronic regulatory focus moderates the relationship between followers’situational regulatory focus and their creativity. Finally, the main findings, theoretical and practical contributions, and the limitations of this study are discussed.

Key words

leader’s linguistic frame / situational regulatory focus / chronic regulatory focus / follower’s creativity

Cite this article

EndNote

Ris (Procite)

Bibtex

Download Citations

Li Lei, Shang Yufan, Xi Youmin. The effect mechanism of leaders’linguistic frame on followers’creativity based on regulatory focus theory[J]. Science Research Management. 2012, 33(1): 127-137

References

[1] Mandel, M. You aren’t seen nothing yet [J]. Business Week, 1998, 31:60-61. [2] Zhou, J., & George, J. M. Awakening employee creativity:The role of leader emotional intelligence [J]. The Leadership Quarterly, 2003, 14:545-568. [3] Hirst, G., Knippenberg, D. V., & Zhou, J. A cross-level perspective on employee creativity:Goal orientation, team learning behavior, and individual creativity [J]. Academy of Management Journal, 2009, 52(2):280-293. [4] Hirst, G., Dick, R. V., & Knippenberg, D. V. A social identity perspective on leadership and employee creativity [J]. Journal of Organizational Behavior, 2009, 30:963-982. [5] 中国企业家调查系统. 企业创新:现状、问题及对策-2001 年中国企业经营者成长和发展专题调查报告[J]. 管理世界, 2001(4):71-80. [6] Jaussi, K. S., & Dionne, S. D. Leading for creativity:the role of unconventional leader behavior [J]. The Leadership Quarterly, 2003, 14(4/5):475-498. [7] George, J. M., & Zhou, J. Dual tuning in a supportive context:joint contributions of positive mood, negative mood, and supervisory behaviors to employee creativity [J]. Academy of Management Journal, 2007, 50(3):605-622. [8] Zhou, J., & Oldham, G. R. Enhancing creative performance:effects of expected developmental assessment strategies and creative personality [J]. Journal of Creative Behavior, 2001, 35(3):151-167. [9] 郭桂梅, 段兴民, 不同领导行为对员工创造性差异化影响的实证研究 [J], 管理科学, 2008, 21(1):49-57. [10] Zhou, J. When the presence of creative coworkers is related to creativity:role of supervisor close monitoring, developmental feedback, and creative personality [J]. Journal of Applied Psychology, 2003, 88(3):413-422. [11] Rego, A. et al. Leader self-reported emotional intelligence and perceived employee creativity:an exploratory study [J]. Creativity and Innovation Management, 2007, 16(3):250-264. [12] Wu, C. et al. The influence of leader regulatory focus on employee creativity [J]. Journal of Business Venturing, 2008, 23(5):587-602. [13] Gong, Y., Huang, J., & Farh, J. Employee learning orientation, transformational leadership, and employee creativity:the mediating role of employee creative self-efficacy [J]. Academy of Management Journal, 2009, 52(4):765-778. [14] 郭桂梅, 段兴民. 变革型领导行为与创造性:内在动机和创造性工作氛围的中介作用 [J]. 科学学与科学技术管理, 2008(3):189-196. [15] 丁琳, 席酉民. 变革型领导对员工创造力的作用机理研究 [J]. 管理科学, 2008, 21(6):40-46. [16] Gumusluoglu, L., & Ilsev, A. Transformational leadership, creativity, and organizational innovation [J]. Journal of Business Research, 2009, 62:461-473. [17] Fiss, P. C., & Zajac, E. J. The symbolic management of strategic change:sensegiving via framing and decoupling [J]. Academy of Management Journal, 2006, 49(6):1173-1193. [18] Naidoo, L. J., & Lord, R. G. Speech imagery and perceptions of charisma:the mediating role of positive affect [J]. The Leadership Quarterly, 2008, 19(3):283-296. [19] 尚玉钒, 张晓军, 席酉民, 领导对不确定情境的意义给赋:谈和谐主题及其框定 [J], 管理学家(学术版), 2009(9):3-12. [20] Kark, R., & Dijk, D. V. Motivation to lead, motivation to follow:the role of the self-regulatory focus in leadership processes [J]. Academy of Management Review, 2007, 32(2):500-528. [21] Brockner, J., & Higgins, E. T. Regulatory focus theory Implications for the study of emotions at work [J]. Organizational Behavior and Human Decision Processes, 2001, 86(1):35-66. [22] Crowe, E., & Higgins, E. T. Regulatory focus and strategic inclinations:promotion and prevention in decision-making [J]. Organizational Behavior and Human Decision Processes, 1997, 69(2):117 132. [23] Liberman, N., Idson, L.C., Camacho, C.J., & Higgins, E.T. Promotion and prevention choices between stability and change [J]. Journal of Personality and Social Psychology, 1999, 77(6):1135-1145. [24] Friedman, R.S., & F rster, J. The effects of promotion and prevention cues on creativity [J]. Journal of Personality and Social Psychology, 2001, 81 (6):1001-1013. [25] Higgins, E. T. Beyond pleasure and pain [J]. American Psychologist, 1997, 52(12):1280-1300. [26] Roney, C. J. R., Higgins, E. T., & Shah, J. Goals and framing:How outcome focus influences motivation and emotion [J]. Personality and Social Psychology Bulletin, 1995, 21(11):1151 1160. [27] Amabile, T. M. Motivating creativity in organizations:On doing what you love and loving what you do [J]. California Management Review, 1997, 40(1):39-58. [28] Lee, A. Y., & Aaker, J. L. Bringing the frame into focus:The influence of regulatory fit on processing fluency and persuasion [J]. Journal of Personality and Social Psychology, 2004, 86(2):205-218. [29] Holler, M., Hoelzl, E., Kirchler, E., Leder, S., & Mannetti, L. Framing of information on the use of public finances, regulatory fit of recipients and tax compliance [J]. Journal of Economic Psychology, 2008, 29(4):597-611. [30] Ehrhart, M. G., & Klein, K. J. Predicting followers' preferences for charismatic leadership:The influence of follower values and personality [J]. Leadership Quarterly, 2001, 12(2):153-179. [31] Yammarino, F. J., Dubinsky, A. J., Comer, L. B., & Jolson, M. A. Women and transformational and contingent reward leadership:A multiple-levels-of-analysis perspective [J]. Academy of Management Journal, 1997, 40(1):205-222. [32] Shah, J., Higgins, E. T., & Friedman, R. S. Performance incentives and means:How regulatory focus influences goal attainment [J]. Journal of Personality and Social Psychology, 1998, 74(2):285-293. [33] Lockwood, P., Jordan, C. H., & Kunda, Z. Motivation by positive or negative role models:Regulatory focus determines who will best inspire us [J]. Journal of Personality and Social Psychology, 2002, 83(4):854-864. [34] Yi, S., & Baumgartner, H. Motivational compatibility and the role of anticipated feelings in positively valenced persuasive message framing [J] Psychology & Marketing, 2008, 25(11):1007-1026. [35] Benjamin, L., & Flynn, F. J. Leadership style and regulatory mode:value from fit [J]? Organizational Behavior and Human Decision Processes, 2006, 100(2):216-230. [36] Neubert, K. et al. Regulatory focus as a mediator of the influence of initiating structure and servant leadership on employee behavior [J]. Journal of Applied Psychology, 2008, 93(6):1220-1233. [37] Farmer, S. M., Tierney, P., & Kung-Mcintyre, K. Employee creativity in Taiwan:An application of role identity theory [J]. Academy of Management Journal, 2003, 46(5):618–630. [38] 宋晓辉, 施建农, 创造力测量手段-同感评估技术(CAT)简介 [J].心理科学进展, 2005, 13(6):739-744. [39] 孙锐, 石金涛, 张体勤, 中国企业领导成员交换、团队成员交换、组织创新气氛与员工创新行为关系实证研究 [J].管理工程学报, 2009, 23(4):109-114. [40] 温忠麟, 张雷, 侯杰泰, 有中介的调节变量和有调节的中介变量 [J].心理学报, 2006, 38(3):448-452. [41] 林连书, 应用语言学实验研究方法 [M]. 广州:中山大学出版社, 2001.