Qinxuan Gu
Biographic Data
| ID | 6541494 |
|---|---|
| NAME | Qinxuan Gu |
| GIVEN NAMES | Qinxuan |
| FAMILY NAME | Gu |
| SIGNATURE | GU Q |
| AFFILIATIONS | Antai College of Economics and Management Shanghai Jiao Tong University Shanghai China |
| ORCID | 0000-0002-5503-4975 |
| VERIFIED | Yes |
| TOTAL WORKS | 2 |
| TOTAL CITATIONS | 6 |
| WORKS AS AUTHOR | 2 |
| WORKS AS EDITOR | 0 |
| FIRST PUBLICATION YEAR | 2020 |
| LATEST PUBLICATION YEAR | 2024 |
| H-INDEX | 1 |
Does Shared Leadership Always Have Positive Effects on Employee Creativity? A Role Conflict Perspective
Drawing on role theory, this study investigates the cross-level impact of shared leadership on employee creativity via role conflict, and further explores the boundary condition of task-oriented vertical leader behavior. Data were collected from 691 employees and their direct leaders from 93 teams in China. The results reveal that (a) shared leadership increases role conflict, (b) shared leadership negatively affects employee creativity through r…
A cross‐level model of shared leadership, meaning, and individual creativity
Research on leadership and creativity is dominated by the study of leadership from people in formal leadership positions. The very nature of creativity requires self‐direction, however. This points to shared leadership, a process in which members dynamically share the leadership role, as a particularly relevant influence to consider. Drawing on psychological empowerment theory, we develop the shared leadership perspective on individual creativity…
A cross‐level model of shared leadership, meaning, and individual creativity
Research on leadership and creativity is dominated by the study of leadership from people in formal leadership positions. The very nature of creativity requires self‐direction, however. This points to shared leadership, a process in which members dynamically share the leadership role, as a particularly relevant influence to consider. Drawing on psychological empowerment theory, we develop the shared leadership perspective on individual creativity…
A cross‐level model of shared leadership, meaning, and individual creativity
Research on leadership and creativity is dominated by the study of leadership from people in formal leadership positions. The very nature of creativity requires self‐direction, however. This points to shared leadership, a process in which members dynamically share the leadership role, as a particularly relevant influence to consider. Drawing on psychological empowerment theory, we develop the shared leadership perspective on individual creativity…
Does Shared Leadership Always Have Positive Effects on Employee Creativity? A Role Conflict Perspective
Drawing on role theory, this study investigates the cross-level impact of shared leadership on employee creativity via role conflict, and further explores the boundary condition of task-oriented vertical leader behavior. Data were collected from 691 employees and their direct leaders from 93 teams in China. The results reveal that (a) shared leadership increases role conflict, (b) shared leadership negatively affects employee creativity through r…
Creativity (2 works) · Job Satisfaction and Organizational Behavior (2 works) · Perspective (graphical (2 works) · Psychology (2 works) · Shared leadership (2 works) · Social Psychology (2 works) · Social Psychology (2 works) · Creativity in Education and Neuroscience (1 work) · Gender Diversity and Inequality (1 work) · Knowledge Management and Sharing (1 work)