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Creativity, the generation of novel and useful ideas, drives organizational innovation and competitiveness (Amabile, 1988). However, the recognition of creativity is difficult, and individuals often possess their own evaluation criteria and heuristics that influence their judgements of creativity (Berg, 2019; Zhou et al., 2019). This has important implications for managers and organizations as successful creativity evaluation is required for efficient resource allocation and collaboration to drive organizational innovation. In recent years, scholars have begun examining the factors that facilitate or hinder the creative evaluation process (e.g., Berg, 2019; Proudfoot & Fath, 2021). Individuals often have their own criteria on what is considered creative. These criteria are influenced by a variety of factors ranging from the individual's momentary state to more enduring personal characteristics. Papers in this symposium explore a wide range of factors such as entrepreneurs' gender and entrepreneurial framing, evaluators' political ideologies, and affective states that influence how individuals perceive and recognize creativity. They not only broaden the horizon of creativity evaluation literature but also bridge the literature with other important research topics such as entrepreneurship, social politics, gender, and affect. Furthermore, studies included in this submission leveraged diverse methods and data sources such as machine learning, secondary data, and experiments. They thus illuminate novel approaches to study creativity evaluation and show great potential in this research area. In its third year running since the 81st Academy of Management Annual Meeting in 2021, this symposium facilitates advancement of future directions in this nascent research stream and provide important managerial insights on ways to manage biases in evaluating employee creativity. When Creativity Leads Him to be More Successful: The Interaction between Gender and Entrepreneuri Author: Qing Gong; Boise State U. Author: Catherine Paek; Boise State U. Blue Creativity vs. Red Creativity: The Value-laden Nature of Creativity Evaluation Author: Shiyu Yang; Texas A&M International U. Author: Jeffrey Loewenstein; U. of Illinois at Urbana-Champaign The Influence of Managers' Affective States on Creativity Endorsement Author: Rebekah SungEun Hong; U. of Maryland, College Park Author: Vijaya Venkataramani; U. of Maryland Author: Myeong-gu Seo; U. of Maryland Overvaluing "A-ha!": The Experience of Insight Shapes Creativity Judgments Author: Brian J. Lucas; Cornell U. Author: Wayne Johnson; Cornell SC Johnson College of Business Exploring Experts' Approaches to Creativity Evaluation Author: Yingyue Luan; Cambridge Judge Business School Author: YeunJoon Kim; U. of Cambridge [ABSTRACT FROM AUTHOR]

The purpose of this symposium is to present to the audience current research being conducted on directions organizations can take to foster employee creativity and innovation. The papers in this session assess these antecedents from a variety of perspectives. We would also hope that through this session, the audience might be able to offer some input and/or direction on the research to aid in further development and future implications. Exploring the Temporal and Interactive Nature of Positive and Negative Mood with Creativity Author: Alexander S. McKay; Virginia Commonwealth U. Author: Tin Nguyen; U. of Nebraska, Omaha Author: Kaile Smith; CUNY Graduate Center Author: Maciej Karwowski; U. of Wroclaw Emotional Intelligence, Teamwork Facilitation, and Team Creativity Author: Jinyoung Sohn; U. of Maryland, College Park Author: Myeong-gu Seo; U. of Maryland Creativity In A Changing World: Personality, Work Environment, and Flexibility Affect Creativity Author: Christine Dongell; Arizona State U. The Role of Leadership in Fostering Employee Creativity and Innovation Author: Sophia Rose Thomas; Texas Tech U. [ABSTRACT FROM AUTHOR]

Employees experience a wide range of positive and negative emotions at work, and their effects on performance and wellbeing could be beneficial or detrimental. In this symposium, we highlight how adequately understanding, utilizing, and regulating emotions can help us harness the benefits and guard against potential downsides of emotions at work. Across five empirical papers using diverse empirical approaches across various contexts, this symposium examines how individuals can deploy and manage emotions to facilitate performance, wellbeing, and social relationships. Discussant Myeong-gu Seo will offer implications and future directions in the study of workplace emotions and emotional intelligence. In doing so, we seek to generate novel and relevant insights about the cognitive, behavioral, and social implications of everyday attempts at understanding, using, and managing our own emotions and the emotions of others at work. An Affective Model of Positive Adaptation for Working Mothers during the Covid-19 Pandemic. Presenter: Shimul Melwani; U. of North Carolina, Chapel Hill. Presenter: Alyssa Tedder-King; Kenan-Flagler Business School, U. of North Carolina at Chapel Hill. Presenter: Naomi Beth Rothman; Lehigh U. Projecting Passion: Connecting Anxiety to Passion Improves Entrepreneur Pitch Performance. Presenter: Yuxuan Lily Zhu; U. of California, Irvine. Presenter: Maia Young; U. of California, Irvine. #SOGRATEFUL: Gratitude Bragging as an Emotion Regulatory Strategy. Presenter: Hooria Jazaieri; Leavey School of Business, Santa Clara U. Presenter: Olivia Amanda O'Neill; George Mason U. The Role of Proactive Personality and Information Exchange in Affect Transference in Service. Presenter: Xiao-yu Liu; U. of International Business and Economics. Presenter: Irene E. De Pater; Curtin U. Presenter: Remus Ilies; National U. of Singapore. The Effects of Emotional Intelligence on Social Networks. Presenter: Hanbo Shim; Rutgers U. Presenter: Myeong-gu Seo; U. of Maryland. Presenter: Jinyoung Sohn; Yonsei U. [ABSTRACT FROM AUTHOR]

We propose a dual pathway model involving two distinct and competing mediation mechanisms that explain the effect of leader's anger expression on the targeted subordinate's trust in the leader. We theorize that while leader's anger expression decreases follower trust via increased follower unpleasantness, it enhances trust through increased guilt. While the former effect is channeled through the affective reactions pathway, the latter is channeled through the inferential processing route. Further, we identify two social-relational factors (two perceived causes of anger expression) that moderate the mediation effects -- altruistic concern and responsibility of self. Study 1 involving 186 undergraduate students provided support for an overall negative effect of leader's anger expression on subordinate's trust. Study 2 with a sample of 805 MTurk workers supported the competing mediation processes as well as the moderation effects." [ABSTRACT FROM AUTHOR]

The scholarship of both organizational change and leadership is extensive. However, there have been few attempts to systematically integrate these fields of research in terms of theory or empirical examination. As a result, our understanding of the role and impact of leadership on organizational change outcomes is incomplete. This symposium is designed to generate a dialogue about what constitutes effective change leadership. It is comprised of four papers (two empirical and two theoretical), which explore factors that influence the effectiveness of change leadership in terms of strategic choices, behaviors, and the demands and resources related to the change leader role. Authors of the two most comprehensive reviews of change leadership scholarship -- Jeffrey Ford and Shaul Oreg -- will introduce and conclude the symposium. In introductory comments, Dr. Ford will comment on the state of change leadership research to date and remaining questions. Shaul Oreg will offer discussant comments that integrate the insights from the papers and propose directions for further research. [ABSTRACT FROM AUTHOR]

Based on dual-processing theory of social cognitions, we explore how male and female managers' emotion understanding and management abilities--the key elements of emotional intelligence (EI)--are differently perceived by their supervisors, which in turn, will unequally contribute to the supervisors' evaluations of their current and future job performance. Analyses of data collected from 162 managers and their supervisors showed that although female managers have generally higher EI than male managers, their objective emotion abilities were neither perceived by their supervisors, nor positively contributed to the supervisors' ratings of their current job performance and advancement potential even when their supervisors perceived their emotional abilities. In contrast, however, we found that male managers' ability to understand emotions was not only recognized by their supervisors, but also positively contributed to their job performance and advancement potential rated by their supervisors. This is disturbing evidence suggesting that emotions and emotional abilities may be one of the key areas where strong gender-based stereotypes and prejudices exist to produce and reproduce the gender gap in organization. Theoretical and practical implications are discussed. [ABSTRACT FROM AUTHOR]

As social beings, people often share their emotional experiences with others. This phenomenon, termed social sharing of emotions (or emotion sharing), has been well documented in the social psychology realm but less studied in organizational contexts. Drawing on the social functional account of emotion and the literature on emotion sharing, we investigate the antecedents and outcomes of emotion sharing in the workplace and the social contexts affecting these relationships. We tested several hypotheses by conducting a content analysis using archival data of all employees' emails in a mobile application software company in the U.S. Our data consist of 916,176 emails sent and received by 358 employees between 1998 and 2003, the period of which includes a catastrophic event of 9/11 in 2001. With respect to the antecedents of emotion sharing, the results revealed that a shared event (i.e., the 9/11) triggered employees' emotion sharing in the workplace, and the impact of that shared event on emotion sharing was further magnified by other coworkers' emotion sharing and also by the level of social proximity with them. Further, the results related to emotion-sharing outcomes suggested that emotion sharing was positively related to employees' helping and voice behaviors, and negatively related to turnover. These effects of emotion sharing on helping, voice, and turnover were stronger for lower-ranking employees and weaker for higher-ranking employees or managers. Theoretical and practical implications are discussed. [ABSTRACT FROM AUTHOR]

Despite decades of research on emotional intelligence (EI), it still remains uncertain how and when EI aids group leaders' effectiveness. Via a sample of 186 group leaders in diverse industry sectors in the U.S., we empirically tested our predictions, guided by the ability-motivation- opportunity framework, that leaders with more EI would generally display more transformational leadership and that this, in turn, would heighten leaders' effectiveness if certain affective attributes were in place- namely, when leaders had high emotional valence and low emotional intensity; our findings support this predicted pattern. Theoretical and practical implications are discussed. [ABSTRACT FROM AUTHOR]

The investigation of affective constructs in team effectiveness has been largely limited to that of team shared mood or emotional states. In this paper, we aim to expand this focus by developing theory for how team authentic affect climates form and operate in teams. Authentic affect climate represents team members' shared perception of the team environment (e.g., norms, rewards, routines) supporting members in freely experiencing and expressing any type of genuine affective experience. We argue that group affective processes, such as expectations regarding sharing and expressing affect, using emotions for functional purposes, and regulating and managing team members' moods and feelings, are significantly shaped by a team's authentic affect climate. We propose that this climate type has a U-shaped relationship with team creativity and a positive, linear relationship with team viability, two core outcomes of team effectiveness. Furthermore, we conceptualize emotion leadership - the process of influencing members' affective processes in service of the teams' goals - as an important antecedent that fosters the development and establishment of authentic affect climates. Results from 100 teams in a two-wave study with multi-source data support our hypotheses. We conclude with the implications gained from this research for how managers can better utilize team affective processes to enhance team effectiveness. [ABSTRACT FROM AUTHOR]

Drawing on self-regulation theory, this study develops and tests an affect-based model of creativity in which employees' experience of positive affect and negative affect is a central mechanism linking creative self-efficacy and creativity performance by interacting with two creativity-enhancing managerial practices: pay for creativity performance (PFCP) and supervisor support for creativity. Using the data collected from 211 supervisor-employee dyads in eight organizations, we found that creative self-efficacy was positively related to creative performance via boosting employees' positive affect and alleviating employees' negative affect. Further, we found that pay for performance enhanced the positive effect of creative self-efficacy on positive affect, whereas supervisor support for creativity buffered the harmful effect of negative affect on creativity. Theoretical and practical implications are discussed. [ABSTRACT FROM AUTHOR]

Drawing on a functional theory of emotions, this study develops and tests a theoretical model of state gratitude at work. The model sheds light on the affective motivational mechanisms, the desire to reciprocate benevolence, through which state gratitude is associated with individual work behaviors: prosocial, pro-relationship, and in-role behaviors. We further show the moderating effects of extrinsic job conditions in this affective process. In a sample of 104 employees, we found that state gratitude enhances employees' pro-relationship through the desire to reciprocate benevolence. The results demonstrated that the mediated relationships are stronger when extrinsic job conditions are not favorable. [ABSTRACT FROM AUTHOR]