When creativity enhances sales effectiveness
The moderating role of leader–member exchange
Bibliographic Data
| ID | 12169298 |
|---|---|
| Authors | Ieva Martinaitytė (0000-0002-9202-1719, Aston Business School Birmingham U.K., corresponding author), Claudia A Sacramento (0000-0002-7384-1412, Aston Business School Birmingham U.K.) |
| Year | 2012 |
| Volume | 34 |
| Issue | 7 |
| Pages | 974-994 |
| Publication date | 2012-10-24 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Journal of Organizational Behavior (JOURNAL) |
| Journal identifiers | ISSN: 0894-3796 • E-ISSN: 1099-1379 |
| Publisher | Wiley (PUBLISHER • GB) |
| DOI | 10.1002/job.1835 |
| OpenAlex | W1865077804 |
| Language | EN |
| Citations received | 12 |
| References cited | 53 |
This study extends research on creativity by exploring the boundary conditions of the creativity–job effectiveness relationship. Building on social exchange theory, we argue that the extent to which employee creativity is related to sales—an objective work effectiveness measure—depends on the quality of leader–member exchange (LMX). We hypothesize that the relationship between creativity and sales is significant and positive when LMX is high, but not when LMX is low. Hierarchical linear modelling analysis provided support for the interaction hypothesis in a sample of 151 sales agents and 26 supervisors drawn from both pharmaceutical and insurance companies. Results showed that sales agents who were more creative generated higher sales only when they had high‐quality LMX. An ad hoc qualitative study provided a more detailed understanding of the moderator role played by LMX. Copyright © 2012 John Wiley & Sons, Ltd
Creativity · Moderation · Multilevel model · Quality (philosophy · Customer Service Quality and Loyalty · Job Satisfaction and Organizational Behavior · Management and Organizational Studies · Psychology · Social Psychology
Servant leadership
Leader–Member Exchange (LMX) and Performance
Otel Çalışanlarının Algıladıkları Liderlik Tarzının Bireysel Yaratıcılık ve Personel Güçlendirme Düzeyleri Üzerindeki Etkisi
Social exchange theory in leadership research
Fostering creative selling through ethics. An emotion‐based approach
Multilevel outcomes of creativity in organizations
A novel bias in managers' allocation of bonuses to teams
Being encouraged by families
Employee Voice
Creative Contribution of Individuals in Groups
Innovation implementation
Examining Creativity as a Paradox
Business Research Methods
An Examination of Leadership and Employee Creativity
Innovative Behavior in the Workplace
The effects of leader—member exchange and job design on productivity and satisfaction
A Meta-Analysis of Antecedents and Consequences of Leader-Member Exchange
The Essential Impact of Context on Organizational Behavior
Using Templates in the Thematic Analysis of Text
Employee Learning Orientation, Transformational Leadership, and Employee Creativity
Toward a Theory of Organizational Creativity
Looking at Both Sides of the Social Exchange Coin
A vertical dyad linkage approach to leadership within formal organizations
Meta-Analytic review of leader–member exchange theory
Employee Creativity
Employees' Goal Orientations, the Quality of Leader-Member Exchange, and the Outcomes of Job Performance and Job Satisfaction.
Computational Tools for Probing Interactions in Multiple Linear Regression, Multilevel Modeling, and Latent Curve Analysis
Methods for integrating moderation and mediation
Species Richness of Parasite Assemblages
Addressing Moderated Mediation Hypotheses
The routinization of innovation research
Occupational embeddedness and job performance
Differential effects of strain on two forms of work performance
An examination of service-related antecedents to retail store performance
Exchange and power in social life
The critical incident technique
Statistical difficulties of detecting interactions and moderator effects
Using internet technologies (such as Skype) as a research medium
Collecting data from elites and ultra elites
| Unique citing works | 12 |
|---|---|
| Citations per year | 1 |
| Citation span | 2014 - 2025 (12) |
| Citation velocity | recent |
| Highly cited | No |
| Citation types | Neutral: 12 |