Project Dissertation- Literature Review
25 Pages7232 Words314 Views
Added on 2019-09-30
Project Dissertation- Literature Review
Added on 2019-09-30
ShareRelated Documents
Running Head: Project DissertationStudy on creative deviance withoutcompromising respect for authority inorganization of Oman-Literature Review
2Literature ReviewTable of ContentsLiterature Review.......................................................................................................................3Introduction............................................................................................................................3Literature review........................................................................................................................3Creative deviance...............................................................................................................3Role of supervisors’ creativity...........................................................................................4Leadership and creative deviance......................................................................................6Creativity deviance embracing innovation.........................................................................8Role of hierarchical and organizational structure in creativity deviance and innovation..9Role of employees in innovation and creativity...............................................................15Summary..............................................................................................................................18Conclusion............................................................................................................................20References................................................................................................................................21
3Literature ReviewLiterature Review IntroductionThe literature review section entails the analysis of several relevant and useful resources onthe analysis of the creative deviance without compromising respect for authority inorganisation of Oman. The literature review section has provided ample opportunities todevelop a concrete understanding of the subject matter of the study. The findings of theliterature review section will enrich the findings of the entire research process. The currentliterature resources have been utilised so as to explore the reactions to various punishments tocreative deviance and to analyse the over-reactions of middle management towards theemployees in the case of creative deviance tolerance. Various case studies have been gatheredand explored in the literature review section. The corporate environment should be highlyresponsive towards creative designs tolerance so as to position them to be effective withrespect to corporate structures. Technology-Based business organisations face issue modeperformance.Literature review Creative deviance According to Lin, et al. (2016), it has been observed that in many business organisations,business leaders react differently to creative deviance. It is very important to analyse thedifferential impacts of leaders’ responses on creative performance and subsequent creativedeviance. It has been observed that the business leaders very often reject new ideas of theemployees and it has also been noticed that some employees do not pay attention to theinstructions provided to them by the leaders so as to retain the rejected ideas alive. These
4Literature Reviewsituations of creative deviance get examined and investigated in relation to employees’personal characteristics and the structural properties of the work. The role of the leaders increative deviance is also another important aspect which needs to be taken well care of. It isalso very important to review the leadership literature, creativity, and deviance. They aremajor 5 responses of the leaders which have been observed to have made to creative divisionsof the employees. Such responses include rewarding, forgiving, ignoring, punishing, andmanipulating responses. These responses have differential impacts on the consequences. Ananalysis has been conducted with 226 employee-leader dyads. For the purpose of theinvestigation, two China-based advertising organisations who have portrayed their creativedeviance have been investigated. From the findings of the analysis, it has been observed thatthese two Chinese organisations are responsive towards supportive supervision and creativedeviance so as to encourage rewarding, forgiving, ignoring and punishing responses. Theinfluence of punishing and forgiving responses is significant to creative deviance. On theother hand, the influence of rewarding, manipulating, and punishing responses has an impacton creative performance. The responses of the leaders to creative deviance indicatecollaborative impacts on supportive supervision and creative deviance. The responses of theleaders and highly influential on both creative performance and creative deviance areinfluential [ CITATION Bil163 \l 1033 ].Role of supervisors’ creativityIn the view of Koseoglu, et al. (2017), it has always been argued that the creativity level ofthe supervisors is one of the core components of effective leadership. The creativity level ofthe supervisors is highly associated with creativity and self-concept of the subordinates. It isvery important to understand and explore the relationship between the creativity of thesubordinates and the supervisors. In modern business organisations, importance is given oncreative ideas and opinions and the subordinates could face both challenges and rewarding
5Literature Reviewsituations while working with creative leaders [ CITATION Bil163 \l 1033 ]. In research,which has been conducted on 443 employees and 44 supervisors working in InformationTechnology-based organisation the creative role identity of the subordinates has beenanalysed applying role identity theory. It has been observed that the relationship between thecreativity of the supervisors and the subordinates is highly influenced by the creative role ofthe subordinates [ CITATION Jea111 \l 1033 ]. The relationship between the creativity of thesubordinates and their superiors is highly indirect in nature but it is positive. Creative roleidentity of the subordinates gets influenced by the creative role identity of the supervisors[ CITATION Gam17 \l 1033 ]. The relationship between the creativity of the superiors andthe subordinates generally becomes stronger when an employee becomes able to perceiveorganisational support to a high extent. The organisational support with respect to creativityis highly important in enabling an employee to become more creative. The supervisors’creativity and role identity also play a significant role in this case [ CITATION Gam17 \l1033 ].According to Cheong, et al. (2016), there are two faces of leadership empowerment such asburdening and enabling aspects. In general, work is primarily focused on the positive,expected and desirable outcomes of leadership empowerment. It has been observed in most ofthe cases, that leadership empowerment is highly associated with positive and desirableresults. The role theory perspectives and cost of autonomy has been applied to understand thetwo faces of leadership empowerment. It is observed that the leadership empowermentincreases performance and self-efficacy of the followers which is an aspect going beyond anenabling process. It has also been observed that empowering leadership also has a burningaspect [ CITATION Pau12 \l 1033 ]. The empowering leadership behaviours could alsoinduce job tensions in the subordinates or followers which could impact the enabling aspectof empowering leadership. The advantages and positive side of empowering leadership and
6Literature Reviewits impacts on the role performance of the work of the followers gets adversely impacted bythe burdening process. These are some of the contrasting notions. Upon investigation, theresearchers have come across the idea that empowering leadership has two faces and it dealswith both burning and enabling process [ CITATION Min171 \l 1033 ].Leadership and creative devianceIn the opinion of Mumford, et al. (2015), it is very important for business organisationalleaders to confirm creative deviance. It is always prudent for any business organisations toharness creativity and innovative ideas from the employees. It has been observed in manycases, that the managerial decisions become more effective and suitable with theincorporation of several creative ideas and information of the employees [ CITATIONMar1617 \l 1033 ]. The diverse work culture which is very commonly found in modernglobal organisations contributes and enriches the decision outcomes with the help of theircreative and innovative ideas, beliefs, information, and skills. It would be desirable for anybusiness organisation to retain the creative people so that they contribute to the growth andprosperity of the business by their creativity and innovation capabilities. It also develops thehuman resources in an effective way. The diverse workforce with their creative ideas couldbring in several revolutionising outcomes [ CITATION Mas13 \l 1033 ]. Two of the leadingorganisations such as Procter & Gamble and Imagine have already been able to enhance theircustomer focus and quality of the deliverables with the help of creative deviance.Organisations like Google have always been responsive towards empowering their corporateexecutives to desperately trigger the creative ideas by encouraging creative deviance.Advertising agencies also support the deviants of the managers which is the result of rewards,punishment, and tolerance. These responses of the business leaders have ultimatelycontributed to the ultimate growth of the organisations. Another leading organisation, LEDhas also admitted that it is desirable for any business organisation to celebrate creativity by
End of preview
Want to access all the pages? Upload your documents or become a member.
Related Documents
Comparison of Transactional Leadership and Ethical Leadership in Generating Creativity in the Service Sector of Australialg...
|7
|2325
|76
Transformational Leadership and Organizational Restructuring at Nikelg...
|18
|5942
|364
Impact of managing cultural diversity on performance of an organisationlg...
|9
|2273
|79
Organizational Change Management | Studylg...
|8
|2166
|49