IURNAL ILMU MANAIEMEN
Wahana Ilmu dan Praktek Manajemen
Samuel Waksal and the Imclone Insider Trading Scandal:
Self-Monitoring Theory and Deviant Workplace Behavior
Yordan Gunawan &Azman Muammar
Modeling Strategic Human Resources Management on the Concept
erspective to Practice
Setyabudi Indartono
The Contributions of Work and Nonwork Creativity to Employees
ry
Creative Performance
An Integrated Interrelationship Belween Transformational Leadership
and Behavioral Outcomes
Wardana & Gunarti
Perubahan Paradigma Tentang Bunga Menuju Sistem Perbankan Syariah
M. Socheh
Transformasi Organisasi Dan Perubahan Peran, Fungsi Sumber Daya
Manusia Di Era Otonomi Daerah
Musaroh
Budaya Organisasi dan Kinerja
Winarno
Komunikasi Organisasi Dan Manajemen Konflik
Lina Nur Hidayati
Analisis Motivasi Belajar dan Pengaturan Belajar Individu
Arum Darmawati
PROGRAM STUDI MANAJEMEN FAKUTTAS IIMU SOSIAL
DAN EKONOMI UNIVERSITAS NEGERI YOGYAKARTA
Volume 4, Nomor 1,Januari2009
JURNALILMHIANAJEMEN
rssN 1693-7910
Volume 4. Nomor l, Januari 2009' halaman 1-1 l9
Penanggung Jawab
Lies Endarwati
Editor Pelaksana
Musaroh
PenY Rahmawati
Dewan Editor
NahiYah Jaidi Faraz
MurdiYanto
Farlianto
Staf Pemasaran
Maryoto
Alamat Redaksi
Program Studi Manajemen
FakultastlmuSosialdanEkonomiUniversitasNegeriYogyakarla
Karangmalang YogYakarta 5528 1
TelP. 027 4-554691
e-mail: musvasani(Oyahoo.co id, Hp' 081904039325
untuk mempublikasikan hasil karya
Jurrral llmu Manajemen dimaksudkan sebagai wahana
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berbagi ilmu pengetahuan
Harapan yang ingindicapai adalah supaya terjadi proses saling
umum'
untuk
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Penerbitan 2 kali dalam
Jurnal llmu Manajemen terbit pertama kali bulan Januari 2004.
menerima naskah yang
Manajemen
lmu
setahun yaitu bulan Januari dan bulan Juli. Jumal
berupahasilpenelitian,kajiandanaplikasiteori,tinjauankepustakaan'resensibukubaru.
jurnal ini, serla tulisan praktisi dalam
catatan atau komentar atas artikel yang dimuat dalam
manapun'
bidang manajemen yang belum pernah dipublikasikan di media
Dicetak di Percetakan Zona Grafika (0274 3259886)
lsi di luar tanggung jawab percetakan
JURNAL ILMU MANAJEMEN
\blunt'-1 . Nornor L lenurri f0()')
Shindell, T (1999). The I'leed .fbr
Theoretical Model Building in
HRD,In P. K. Kuchinke (Ed.),
Proceedings of the Academy
of
THE CONTRIBUTIONS OF WORK AND
NONWORK CREATIVITY TO EMPLOYEES
CREATIVE PERFORMANCE
Human Resource Development
*Farlianto
*ArifWibowo
& Zajac,E. J (1990).
"Perceptual qnd Archival
Shortell, S. M.,
Measures of Miles qnd Snow's
Strategic Types:
A
Comprehensive Assessment
of
Reliability and Validity
",
Academy
o.f
Management
Journal,33:8i7-832.
*U
niversitas Negeri Yogyakarft
"T#ili,:i::lf
''",u"*
Yo
gyakarta
5 52
8I.
**Universitas Negeri Yogyakarta. Kampus Karangmalang Yogyakarta 5528 t,
alarif | 6 64 I (gyahoo. com
Abstrak: Penelitian ini menguji hubungan antara penampilan kreatifdan tingkat dukungan
untukberkreasi baik berasal dari pekerjaan dan bukan dari pekerjaan untukpegawai. Selain
itu, menguji apakah kreatifitas pegawai berperan dalam mencirikan hubungan kreatifitas
dan menguji pemyataan yang menyatakan suasana hati dan perilaku juara mendukung
hubungan ini. Hasil menunjukkan dukungan pribadi dari anggota keluarga dan teman dekat
memberikan sumbangan terhadap kreatifitas yang lebih dalam pekerjaan. Hasil juga
menunjukkan suasana hati yang baik memberikan dukungan terhadap kreatifitas. Studi
kami juga menunjukkan bahwa kreatifitas pekerja secara personal (rating CPS mereka)
memadukan hubungan antara dukungan yang bukan dari pekerjaan dan dukungan dari
pekerjaan.
Kata Kunci: penampilan kreatif, kreatilttas dari pekerjaan, kreatifitas bukan dari pekerjaan,
suasana hati.
Evidence suggests that employee's creative individuais possess strong
creativity makes an important self-images of creativity (Barron &
contribution to organizational Harrington, 1981), the relationship
innovation, effectiveness, and survival between self-concept and creativity is
(Amabile, 1996). Researchers have far from clear (Dowd, 1989). To date,
become increasingly interested in there have been few, if any, attempts to
identifying the social conditions that examine how self-identity relates to
(Oldham workplace creativity. The self-concept
& of role identity (Burke, 199 1; Stryker,
I 980) may hold particular relevance for
these
conditions
Graen, 999). One of
how an employee
to
understanding
or
the
extent
is support for creativity,
of self relative to
a
sense
develops
and
encourage
which individuals aid
this identity relates
and
how
performance
creativity,
employees' creative
(Petkus,
1996). Arole
action
to
creative
Lazenby
&
(Amabile, Conti, Coon ,
a
meaning
attriis
or
identily
a
self-view,
is
known
that
Heron, 1996). Although it
influence employee creativity
& Cummings ,1996;Tiemey, Famer
1
45
Farlianto
& Arif
I ire CL,nr rrl.LrL L,,rs
,t
Wibowo
\\l,r k .rnJ \onr,,r li
butcd to onesclf ir.r retain relatiou to a
spccific role (Burkc & Tully, 1977) that
is gcnerated reflexivcly
through
perccived appcarancc to sellor others.
self-judgment of thzrt appcarance and
afTbct based on that judgment (McCall
& Sirnn'rons. 1978). As a specific role
becorncs closcly tied to arr individual's
ol scll or identity and tencls to
behavc in accorclance with this rolc
identity (Callero, Howard, & piliavrn,
scnsc
in ordcr to gain verification of tl.rc
idcntity (Petktrs, 1996). Thc dynarnics
surroundin-q thc support-creativity I ink
and the rnediator rolc ol',creativc role
19137)
identity" are not well understood. To
help addrcss this sitrration. wt'proposc
some intenelated issues, which r.vill bc
described in details at the next scction.
The overall goal ol the curent
study was to cxarnine idcntity and
crcative action in thc workplacc by
integrating role idcntity theory (Burkc,
1991, Strykcr', 1980, 1987) with theory
on organizctional crcari\ ity tc.g..
Amabilc, 1988; Ford, 1996; Woodrr-ran.
Sawyer, & Griffin, 1993). Firsr. we
cxamine the possibility that support
lrorn individuals both inside
ar-rd
outside. which encornpass support fronl
supervisors and coworks. Wc will also
ir.rvestigatc how
thc crcativity
pcrsonality and intrinsic motivation will
aff-ect the extent to which the sourcc of
creatii,e support comes frorn. In
addition. our significant contribtLtion
here is that wc ernploy self--view ol
"creativity rolc idcntity" as a mediator
in sr-rpport-crcativity link. Finally. wc
examine some fhctors that would af-fect
tlic self--identity ancl crcativity
porfbrnrance. For our pLlrposes.
46
w,e
propose a conceptual rnodel
ol the
sllpport frorn individuals both insideand
outside tlie or_eanization and using
creative role idcntity as a mediator to
cxamine how it would aftect to
employces' creativc pcrformance at
work. Our intcgrated modcl providcs a
basis fbr identifying the social fhctors
of cr.nployees and creative role iclentity
Ibr rrnderstanding hou ir play s our irr
an organizalion conlcrt in rerms of
en.rployce creativity.
Amabile ( 1996) ernployec
creativity is considered hcre as the
production of ideas, products, or
procedurcs that are
( 1)
novel or original
and (2) potentially uselul to rhe
employing organization. Madjar et al.
(2002) thought that these idcas might
reflect eithcr a recombination of existing
matcrials or an introduction of
ner.v
erhaustion enploye
rvork. A f-erv studics h
that support ft'orn lar
fricnds have a
dr
individuals'clcativ(
Koestnel et al.. 199
Harrington. Block.
I
assessL-d parcnting
cl.rildren r'" cre -1-5 year
j uclgments ol creativ it
I l-l:l years old. Rc
childrc-n scorcd high
rreasures
lvhctt
snpportir,'c.
Vallerand (l
Connell. & Ryan.
t
rnotir,ation is the ntoti
all activity for
itsr
expcrience thc plcasur
inherr.-nt in ihc activit
bcc-n idcntif-iecl as a cn
materials to the organization. They do
of intrinsic nlotivatiol
& Oldhanr. 1980). For
generated by employees in any job ancl
at any level of the or_eanization. not jtrst
in jobs that are traditionally vietved as
a control-supcrvisorl
punitivc or non-pl
not eqLlate "creativc work', with
"crcative jobs", which should be
necessitating creativity. previons
research suggests that supportivc
bchaviour on thc part of others in a
workplace (such as. co-workcrs and
supervisors) enhances employces.
creativity (Amabile et al., 1996; Oldham
& Cumrnings, 1996).
Scvcral studies sug-qest that
frorl individual oLrtside olthc
support
organization employed
ofterr
contributcs to work-rclated responses.
For exanple, Ray and Miller (1994)
shorved that sr_rpport from farnily
membcrs outsidc an organization had
an irnpact on the level of emotional
ancl
Vallcrand
dctriurc-nta
( 199_5) c
I cflcct
or
intrinsic ntotivati(
c'n.rp I oycc-s r,".i
th a uton
<
to ntake certain choict
about their u'ork; thc
hou, thcv plan thcir
control) or the methr
carry ollt their rvork (r
\,an \pe rcn and Hag
thouglit that the percei
of instmntctltal
suppc
lcvels of intrinsic ntotii
cnhances crnplclyecs'
thc job
u'ill sct
pc-r'cc-irtions
of
done
rclatedr:
fecling ol bcins conncr
JURNAL ILMU MANAJEMEN
\'blumc
propose a conceptual model of the
support from individuals both insideand
outside the organization and using
creative role identity as a mediator to
examine how
it would affect
to
employees' creative performance at
work. Our integrated model provides a
basis for identifying the social factors
of employees and creative role identity
for understanding how it plays out in
an organization context in terms of
employee creativity.
Amabile (1996)
emPloYee
* creativity is considered here as the
of ideas, products,
or
procedures that are ( I ) novel or original
and (2) potentially useful to the
employing organization. Madjar et al.
(2002) thought that these ideas might
production
reflect either a recombination of existing
materials or an introduction
of new
materials to the organization. They do
not equate "creative work" with
"creative jobs", which should be
generated by employees in any job and
the self consists largelY of
work. Afew sfudies have also suggested
that support from family members and
varioussocial roles in which an individual engages (Piliavin & Callero,
friends have a direct imPact on
1991). Asense of role identity stems from
individuals' creative responses (e'g',
Koestner et al., 1999). For examPle,
Harrington, Block, and Block (1987)
assessed parenting practices when
two main sources: (1) feedback about
the selffrom social relations and (2) as-
childrenwere 3-5 years old and obtained
judgments of creativity when they were
11-14 years old. Results showed that
children scored high on the creativity
tory interpretative process of
sociated self-views (Riley & Burke,
1995). The generation of self-meaning
by a role identity reflects a self-regula-
measures when Parents were
supportive.
Vallerand (1997) and Deci,
Connell, & RYan, (1989) intrinsic
motivation is the motivation to perform
an activitY for itself, in order to
experience the pleasure and satisfaction
inherent in the activity. Autonomy has
been identified as a crucial determinant
of intrinsic motivation (e.g', Hackman
& Oldham, 1980). For examPle, Richer
and Vallerand (1995) demonstrated that
a control-supervisory style, whether
necessitating creativity. Previous
research suggests that supportive
behaviour on the part of others in a
employees with autonomy allows them
to make certain choices and decisions
supervisors) enhances employees'
creativity (Amabile et al., 1996; Oldham
& Cummings, 1996).
Several studies suggest that
ofthe
often
employed
organization
support from individual outside
contributes to work-related responses.
Miller (1994)
from familY
support
that
showed
For example, Ray and
members outside an organization had
an impact on the level
of emotional
sense
making in which relevant inputs from
punitive or non-Punitive, had
workplace (such as, co-workers and
Nomor l, fourri 2009
According to role identitY theory'
the
exhaustion employees experienced at
at any level
ofthe organization, notjust
in jobs that are traditionally viewed as
'1 ,
a
ietrimental effect on subordinates'
intrinsic motivation. Providing
about their work; these may concern
how theY Plan their work (timing
control) or the methods theY use to
carry out their work (method control)'
Van YPeren and Hagedoorn (2003)
others and oneselfare reconciled in an
attempt to verifu, support' and validate
the identify (Riley & Burke' 1995)' Thus'
a role identity reflects an internalized
part in role expectations and the ideniity would be a function of commitment
to the relevant role.
Normative exPectations of imPor-
tant "social others" are a major source
of an individual's self-concept through
reflexivity, or seeing oneself through
such expectations. These perceptions
reflect behavioural expectations and,
more importantly, expectations about
whom others expect one to be' Research
has provided ample support for the effects ofsocial expectations on role identity development (e.g., Callero et al',
are also a
1 987). Creativity expectations
(Ford,
performance
creative
for
catalyst
expectasupervisors'
Although
1996).
tions maY influence
innovative
thought that the perceived availability
of instrumental support may elevate
levels of intrinsic motivation because it
enhances employees' confidence that
behaviour (cf. Scott & Bruce, 1994)' coworkers are another social context factor with the potential to shape employee
creativify (Woodman et al', 1993)' Recent studies have shown co-workers to
get done and facilitates
relatedness, that is, the
of
perceptions
ieeling ofbeing connected to others'
ment, support, open cornmunication, and
infotmational feedback (Amabile, Conti,
the job
will
influence creativity through encourage-
47
Farlianto
& Arif
Wibowo
The Conoibtrtions of !\brk ru.l Nonwork
Coon, Lazenby, & Herron, 1996;
Madjar et a1.,2002; Zhou & George,
2001). Given that a sense of identiry is
such a way that they exhibit high
creativity (Hirt, Leine, McDonald, &
information to
key stakeholder
de
actively promotir
has focused
Melton, 1997). Although less attention
or negative mood, some
theorists have argued that it might
innovation thrr
barriers, securing
(Oyserman & Packer, 1996), co-workers
facilitate creativity (Kaufmann &
may also be a salient referent for
creativity expectations informing an
employee's sense of creative role
identiry (Riley & Burke, 1995). Role
the innovation,
Vosburg, 1997). Previous research
provides most support for the latter
effectively with al
position. For example, Vosburg (1998)
METHOD
demonstrated that a measure of negative
mood had a significant, negative relation
Measurement
often formed by
face-to-face
interactions within small groups
identity theory suggests that employees
perceiving that their co-workers expect
them to be creative may be likely to
define themselves as creative.
"Mood" defined as a pervasive
generalized affective state that is
unnecessarily directed at any particular
object or behaviour. Moods are
relatively transient states that are
experienced over the short run,
fluctuate over time, and may be affected
by contextual conditions. Moreover,
to creative problem solving. Hirt
and
colleagues (1997) showed that
individuals experiencing negative
the following
moods exhibited lower creativity than
those in positive mood states. Overall,
then, previous research suggests that
are operationalizr
Support ofcreatir
and co-works as
positive mood enhances creativity.
while negative mood adversely affects
family members
Madjar et al. (2002
it.
(2) Creativity pers
Howell and Shea's (2001) said
emotions ranging from high to low
that they refer "champion behaviour"
as expressing confidence in the
innovation, involving and motivating
others to support the innovation, and
persisting under adversity. By initiating
excitation and elatedness) and negative
(characterized by feelings of distress
frequent and varied influence attempts,
obtaining critical management suppofi
previous work suggests that mood
consists of two independent
dimensions: positive (characterized by
and fear) (Burke, Brief, George,
Roberson, & Webster, 1989). Most of
the theoretical work concerned with
creativity focuses
r
and resources! and displaying
persistence in achieving project foals,
champions are able to overcome the
For the pu
sel
from Gough's
Personality Scale
motivation 12 iten
Hagedoorn 2003
identity adapted
Fa
positive and nega
Job Affect Scale
George, Robinson
champion behavior
measurementbyHr
and (7) creativity
related with th,
experience it, their cognitive
inertia and resistance that radical
change provokes to bring product
innovation attempts to successful
motivational processes are enhanced in
fruition (Burgelman 1983, Dean
such a way that they exhibir high
creativity (Hirt, Leinc, McDonald, &
Melton, 1997). Most of the theoretical
Howell 1990, Howell 1998). In their
theoretical model of the factors
DataAnalysis Pro
influencing innovation speed, Kessler
and Chakrabarti (1996) argue that
product champions can accelerate the
product innovation process by
In order to
of this research ar
positive mood and
suggest suggests that when employees
on
work concerned with creativity focuses
positive mood and suggest that when
employees experience it, their cognitive
motivational processes are enhanced in
on
included at the las
questionnaire.
1987,
gathering and applying external
10.0
andAMOS4.(
to help us analyzr
To purify the mea
JURNAL ILMU MANAJEMEN
r'..--.
""';;;;'il;-;; i:1::lt;ll.;
n. 1997). AlthoLrgh lcss attcntton
some
rcused on neS4ulire rroorl'
might
it
tliat
argued
ists have
tate creativitY (Kar'rlmann &
etfectivcly rvith all
).
Prcr iotts t''se ltt'clt
tirr thc llrtlr'r
\uPP(lt't
de. mort
{ lq\)x )
Vosbtrl'g
ou. l-ot'crlntplenst rared
l
had a
that
I
solvinq Hirt and
) showed that
riduals exPcricncing llcgatlvc
exhibitccl lorver crcativitl' than
l in positive mood states' Ovcrall'
that
, previous research suggcsts
tive mood enhances crcativitY'
negative mood advcrscly af1'ects
(2001) said
thcy lef'er "champior.r bchaviour"
expressi,rg conficlencc in thc
.ruution. involving and motivating
irs to support thc innovation' and
isting undcr adversill'' B'v initiating
and varied intlr"rcncc attempts'
,ue nt
iining crltical management sLlpport
I
resol.rrces.
and
disPlaYittg
sistence in achieving ploject lbals'
thc
Lmpions are able to ovcrcotnc
radical
that
,rtia ancl resistancc
rnge plovokes to bring prodr-rct
roiurion attcmPts to sttccesslul
ition (Burgctrnarr 1983. Dean 1987'
rwell 1990. [lori'cll 1998)' In tlieir
3oretrcal nlodcl
of the lactors
luencing innovation spccd' Kcsslcr'
that
cl Chakiabarti (1996) arguc
thc
odLrct champions call accclcratc
odnct innovation
Pl
ocess
:::i
to ctrnt-irtn thc rclilCtontlach's alpha)
Multiple
aUitltfoleactr rcseatch ttictors'
analysis and stcpu'isc- rc-
severaI independcnt vartof this sttidy' vatiablc and
Moclel cot'ablc,s. Stmctttrc Equati.n
nffi;;;";;;ir
,.u.n
thc fbllowing
p"rr;. a'ettirc larnil-v of models
(r)
study:
i'his
in
them col'artarc operationarzcd
knor'vn by nat-nes" alnong
ti"r"r,"rp.rtir"tr
creativity
of
Sunport
Fclr the pLlrposes
1s
ar.rd Shca's
l{)()')
q':*m:l;l:.,1:J:,'-..l;J:1y.1;
Nreasurcmenr "g"stio'l
mcusttt c o l'rtcga t ir c
significant. ncgative rclation
Howcll
partie;""""'--
NIETHOD
-'ative Problcm
:hgues ( 1997
e
Jrrrrrur
intbrrlationtoclevelopmentactivitics.toidentifvtlrcirclimcnsiorrality.pllnclpronotlng Inc
activery
actively pronroting
i,vas applied to col1ar rotation ll:::JJI:l'i:
Varlm
thc
mancuvering
rs,
olde
tt.tt o certaln
t .u ,,"r.t
dense the collectecl data
thror-rgh'f"'""tu"t-'"'ic
hiis bcct.t
innovation
factors Afier factor analysis
io
tttoutlt'
securing
correiatio'
barriels.
"tppou clo'e, lvc nsc itcm-to tot^l
thc innovation, and a",-.,..'a,","i."ling uld inte rnal consiste ncy analysis
cxhibit high
&
McDonald'
Leine'
(ilirt.
rity
a way that thcY
-rrg. lq97
I \,,,,r,r I
bY
rthcring and aPPlYing cxtctnal
ttrctot analysis
of ^"^';tit' contirmatory
^nd'.o-*o,k'u'*ttlasfiiendsanclontt"t*'u'canalysis'latentvariablc
tarnily mcr.nbers itcms ic''t'i"ota
sin.rplv LISREL analvsis'
*';';;i;ii;;'";'
or
(2002)
al.
et
"ntl'oltt'''
Madjar
also bc usSd as'a means
n'rodels'
(2)crcativityo.rronu,,,io;'dtbn;;t ::N'tt;;
estimating other multir''ajiate
from Gough.s ( l,li,i) creatiuity including tegrcssiot]' principal coll1popcrsonality s.ur. tcps)l t]l l"iri"t*
j1;
msb
m ot v a t o n 2
1
:']',i: :'J- l'i,;il" T :i.i.:';' f:'i 1" ::"1 J ::ll
r!''crrLh rnodcr i' trri'
i
1
i
;;
ite
;:i.; t";' ' ''r'' "i'nr"
Arno:-i'0pirckl,:iil::ilri$ i,,--.i:i:ll'),ll'
tllc ,tuii-iEnn i:trsed'Tltertttltlvzc
.:irg
lltc Iclrtn'sitire a'r.l rrcgarrr.',r.',oo,,t
i' ttscd
.lub
,*.:'.o'i*rrc
Al.t.., Sculc-JAS: Br.icl'. tsr1rkc.
(6) tionstrip in thc entirc
ilebster 1988'
Georgc' Robinson' A
;;t1til
charnpio'r beh^uiou' oao"p'tt;;
and Shea (200
mcasLlremcnt by tlowell
and (7)
modcl to find out
variables in
thc relationships am.ug
I
)
this nlode l'
creativity pertbrmancc ttems
rclaied lvith the responde-nts
arc
olthc enttrc
included at thc iirst section
qllestionnairc.
DataAnar--vsis
RES1ILT
than 659u
Samplc includcd nrore
Procedure ;H'ii*T:il::':til':i#;'-lll':
purpo,sc
rn order to achicve rhc
io f,.fp us analyzc
*1ilJl1';r*:i:S:lt."li;,1::ri;:
SPSS i.rpo,'Jt"'t nossc\s I uollcuc t1t'Stli
tr:cd Vrriirblc, ul sttpptrtt l'r()ln cl'!'ittl\ lt\
than
datn
thc collectcd
f,^". f-tigf-' loacling scorc (hi'qhcr
ol tllis rescrll'clr und hl pothctit'
n ill bc
iO.O u''r4 n MOS 4.0:oRrvrtt'c
\cillc\ sllo
T., pr.,iit'v thc tlteasttrettlcnt
tLl
Farlianto
& Arif
Wibowo
Tlrr (.onrnL.r'r i,,rr:,,1 \\,rr k rnJ
N,'nr''ri'
0.8) on one dimcnsion and low loadings
on thc othcr. For factor 2, it shorvs that
there are tour variables havc high
loading scorc on one dimcnsion and lor'v
loadings on thc other.
useful duc to
tl-re
All
ciata are
loading f'actor is high.
Wc natne the thrce lactols as: ( l)
Strpport lbl e reatir it1 liotn *til','r't lst'r:t
trntl t'o-tt'orlr.s, and (2) Support tot'
creativity lrom fi'iencls uncl .f'ttmily
member,s. lntcrnal consistency for thc
laclors ol support l'rortt crcrtir ity:
shows all variables within a fbctor tcnd
to have a high coefficient of iteur-tototal corrclation. This suggests a high
<legrce ol intcrnal cotlsistency for each
<iimcnsion.
ln addition. the high
coefficient olClror.rbacl.r
6 on cach t-actor
firrthcr conflrtns thc rcliability of thc
mcasurcmellt items. Cronbacli ii tbr cach
f'actor cxcecd the gcnerally accepted
guidelinc of 0.70 (Hair et al.. 1998).
The resr.rlt of factor loadings fbr
ol
conlirms thc rcliabilitY of
For the relationshiPs
the
intrinsic motivatiotr and
clclrtir ity lbt tn "sttp"rr ist
'uvorks" and "fricnds a
mcasurcment itetns.
Mcasttreurent of intrinsic
motivation shows three factors to
rncmbcrs". thc lesttlts
idcntify the reputation of the university.
For f'actor I . 2 and 3. thcy show that
therc arc tour variables havc high
loading score on onc dilrension and low
to not so significantlY inPlc
"StrP.'rr i
ot'e rcrtir itY lbrrn
loadings on the other'. We natnc thc fbur
f'actors as: (l) Plcasr'rre fron-r learning
"
members"
rvorks" and
new things in job. (2) Plcasr"rre fiom
in-rproving in job, and (3) Plcasure fiom
mcasuremcnt of bcnefits offtrcd. It
shows only onc f'actor to idcntify thc
bencfrts otTered. For this factor. it shows
loacling score on one dimension and low
loadings on thc other. We namc the this
creativity role idcntity.
Me:rsurcment ol charnPion
bchaviour shows three lactors to
idcntily the reputation ofthe univcrsity.
have high loadin-q scorc on onc
dirnensiorr and low loadings on the
otl.rcr. For f-actor 2, it shows tl-rat thcre
For t'actor 2, 3, they show that there arc
fivc variables have high loading scorc
on one dimension and low loadings on
the other. For factor I, thcy show that
there are six variablcs have high loading
sore on onc dimension and lor'v loading
are sevcn variables have high loading
on the othet. Wc name the thrce f-actors
fireasurelnent
rnood shows two
factors to identily the mood. For tactor
I. it shows that there arc tllrce variablcs
scorc on onc dimension and low
loadings on thc othcr. We name thc two
factors as:
(I
) positivc rnood, and (2)
negative mood also the intcrnal
consistency lor tl'rc factors of repLltation
oIthc university, it shows all variablcs
within a factor tcnd to have
zi high
cocfllcicnt of itcm-to-total correlation.
This suggests a high degrcc of intcrr-ral
consistency for cach dir.nension. In
acldition. the high coeflicient of
Cronbach 6: on cach factor fr-rrther
50
as: (1) Persists under adversity. (2)
Demonstrates conviction in thc
innovation. and (3) Br"rilds itlvolvement
and support.
Measurctnent
ol
crt'3ti\
e
perlormancc shows only one lactor to
identily the charactcristic. At this factor.
they show that there arc two variables
have high loading sorc on one
dimcnsion and low loading on the other.
Such kind ol high factor loading car.t
n-rake the results shows the high
corrclation with the structure.
i
(Can
91
RI:24.021o,,'o).
Regression Analvsis of f
I ntluencing Creativitl' Rol
that therc arc two variablcs have high
( 1)
Friencls
Eigenvaluc-0.457. F-5
the job. Factor loadings lor
factors as:
o1
corrclatioti sholv that th
indicators tbr Intrinsic mot
For tlre l]tlryo:e ol
investigating thc inflLre
foe tors U l sttIPtrrt ol- cr
irrtrinsic t.t-totivation ou cl
idcntity. rnultiPle resrcss
u ct'c uondttctcd irr tllis
regression rcsults indicatc
all the lcvcls ofsnPPort of
significantlY itnPact on
creJli\ itY rolc idr'ntitr
F
-4.b56.
P -0.0 I i.
SccondalilY. thc lcvcls
motivatior.r are signific
irnpact on the level of c
identity (Rr-0.27i. F: 1 0.2(
w:2.207).
Regression AnalY'sis o
lnfl uencing Creativitl Pt
For thc
Pl-ll'Pose
(
investigating the intlu
thctols o1'creativitY role i
JURNAL
ItMU
MANAJEMEN
Volume 4, Nonor
confirms the reliability
of
the
measurement items.
Measurement of intrinsic
motivation shows three factors to
identify the reputation ofthe university.
1,2 and 3, they show that
For factor
there are four variables have high
loading score on one dimension and low
loadings on the other. We name the four
factors as: (1) Pleasure from learning
new things in job, (2) Pleasure from
improving injob, and (3) Pleasure from
the job. Factor loadings for
I
measurement of benefits offered. It
shows only one factor to identifu the
benefits offered. Forthis factor, it shows
that there are two variables have high
loading score on one dimension and low
loadings on the other. We name the this
factors as: (1) creativity role identity.
Measurement of champion
behaviour shows three factors to
identifu the reputation ofthe university.
For factor 2, 3, they show that there are
five variables have high loading score
on one dimension and low loadings on
the other. For factor
l, they show that
there are six variables have high
sore on one dimension and
loading
low loading
factors
as: (1) Persists under adversity, (2)
on the other. We name the three
Demonstrates conviction
in
the
innovation, and (3) Builds involvement
and support.
Measurement
of
creative
performance shows only one factor to
identify the characteristic. At this factor,
they show that there are two variables
For the relationships between the
intrinsic motivation and support of
creativity form "supervisors and co-
Jmuari2009
champion behaviour on creativitY
performance, multiple regression
works" and "friends and family
members", the results of canonical
correlation show that the levels of
analyses were conducted in this study.
The regression results indicate that, first
of all the levels of creativity role identity
are significantly highly impact on the
indicators for Intrinsic motivation tend
to not so signihcantly impact on support
ofcreativity form "Supervisors and co-
(R':0.440, F:59.147, P<0.000, DW:2.154). Secondarily, the levels of
works" and " Friends and familY
members" (Can
level of creativity
performance
creativity role identity and mood
are
R2:0.341,
significantly highly impact on the level
Eigenvalue-}.457 , F:5 .946, P:0.000,
of creativity performance (R'?:0.485,
F:24.253, P<0.000, D-W:2. I 05).
F.t=-24.021%).
CRI*Mood@4.49 1,F-{6.74 l, P<0.000,
Regression Analysis of four Factors
Influencing Creativity Role Identity
For the pulpose of emPiricallY
investigating the influences of the
factors of support of creativity and
intrinsic motivation on creativity role
identity, multiple regression analyses
were conducted in this studY. The
regression results indicate that, first of
all the levels ofsupport ofcreativity are
significantly impact on the level of
creativity role identity (R'z:0.090,
F:4.656, P:0.013, D-W:2.06).
Secondarily, the levels of intrinsic
motivation are significantly highly
impact on the level of creativity role
identity (R3-0 .273,F:10.266, P:0.000, D-
w:2.207).
Regression Analysis of for factors
Infl uencing Creativity Performance
For the putpose of emPiricallY
have high loading sore on one
investigating the influences of the
dimension and low loading on the other.
factors of creativity role identity, mood,
Such kind of high factor loading can
make the results shows the high
correlation with the structure.
1,
D-W:2.037).
The regression results indicate
that, first of all the levels of creativity
role identity and champion behaviour
are significantly impact on the level
ofcreativity performance (R'z:0.493,
F-19.0M, P<0.000, D-w-2. I I 0). CRI*CB
(R,:0.501, F:25.754, P<0.000, Dw--2.127.
Comparisons of Research Constructs
Under Different Levels of Champion
Behaviours of Respondents
One of the purposes of this studY
is to verifu that the differences of the
constructs under different levels ofthe
champion behaviour that may create
different levels of impact on other
research variables. Through cluster
analysis by using hierarchy cluster
analysis and K-means method (nonhierarchical cluster analysis), we divide
experiential perception into two groups.
The result of the cluster analysis shows
that group one has significant higher
scores than the other group. Therefore,
we name group one as'high level of
51
Farlianto & Arif Wibowo
I l,r(,,rrrritrrtiors,,f\\','rk.rrrJN,'rrrorlr
champion behaviour group (n-45). and
grolrp two as low lcvel of chamPion
behavior.rr groLlp (n:30). The p-values
of all thtce variables arc extretncly
signif'rcant higher scores than the other
gror-rp. Thcrefbre. we namc grollp one
as high mood group (n:41), ancl group
two as low mood group (n-34). The P-
of all three variables are
significant. F-urthemorc. lor tcsting thc
values
tltncss ol'tlre e lassiliclttion- wc
extremely significant.
I'lsc
Furthermorc. tor tcsting thc
fitrrcss ol'the classiFicatiorr. we tlsc
discrimination analysis to calcr"rlatc the
hit ratio that the hit ratio is 77.3% and
the classification of this experiment is
intrinsic lnotivation. crcativity role
adrnissible.
identity. rnood (ncgative
signifi cant) and crcativity pcrfbrmance.
Table l. ClusterAnaly'sis of Champion
Behaliour
N,trttor
The MANOVA test rcsttlts
indicate that people with high level of
n.rood group tend to perceive higlier'
support of creativity. and champion
behaviour. but not very significant in
thosc constructs ol intrinsic
HNI*(n:41) LNtj'*(r:3'l)
6-@r
F:il l\
lg
discrirnination analysis to calculatc the
hit ratio. Thc MANOVA test results
indicate that pcoplc rvith high level of
champion behaviours group tcnd to
perceivc lrigher support of creativity.
mood is not so
arcr- *lrit
-srp*mt
\!orf re alle deJ5
\
rnotivation. crcativity role idcntity. mood
and clcativity perfbruance.
u ng
and
ftrenis
n
f
li
usoiu leedbarl
8.,j'
Fmt' il
lsl(N
mt
ls
rde
/
I
',*r'{
\
**;l
ne0 f: "
eanr rq
thrnqi
n tob
ar*'*'f
I .p,"llo lfl
p1p251 e
ftor
q
l,r
'h!tll- l
F,rcrrx
PM*:3*
PM
I H.lt
+'|'L.\l
+;t:'t)\l
5.ll
4 8s
5.91
l.9l
13.'+ll 0.000
97.792 0.000
= Hiqlt \htil
Ltt \hxtl
- la)titilL \h\"t
Comparisons of Research Constructs
Under DilTerent Levels of Creativity
Personality of ResPondents
One of the purposes of ti-ris studY
Comparisons of Research Constructs
under Different Levels of Mood of
Respondents
One olthc purposcs olthis studY
is to verify that the dift-ercnccs of the
constructs under dif'ferent lcvels of the
mood that may create diff'elcnt lcvels of
impact on othcr rcsearch variables.
Through clLtster analysis by using
is to verify that the dittercnces ol the
constrllcts Lrnder differcnt lcvels of the
creativity personality that may create
differcnt lcvels of impact on othcr
research varierbles. Through clltstcr
analysis by r.rsir-rg hietarchy cluster
analysis and K-means rnethod (nonhierarchical clttster analysis). wc divide
two grollps. Therefore' we
group
one as high creativitY
name
then.r into
personality group (n:39), and group fvvo
hierarchy cluster analysis and K-mcans
as low creativity pcrsonality group
method (nor.rhicrarcl.rical clttster
(n-36). The T-test results indicate
analysis). we dividc moods into two
of the clr"rster
people with high crcativity personality
group tend to achievc higher levcls of
analysis shows that group one has not
creativity rolc idcntity ancl creativity
groLlps. The rcsult
rformancc.
tl-rat
Figurc l. Structr
Tlicse
ruranagcrial
I
im1
diffcrenccs of
bctw'cen high gt
so signiticantlY
I
ofcrcativitv perl
creativitl, rolc i
pcrfbnnance. Ai
pcrccivc highe
pcrsonality. the
crcativity rolc
pertbrmance sil
lor the
other i
crcativitY. illtril
ancl chatlpio
influettce uot
sc
ILMU MANAJEMEN
JURNAL
'o(!)
'-"'"'*'u"'tt
I
Nomor
luurri
the other
icant higher scores than
we name group one
. Therefore,
:h
grouP
mood group (n:41 )' and
. to*
**a
grouP (n=34)' The P-
are
es of all three variables
significant'
mely
-Po*ti.tt"ote,
for testing
the
we use
ss of the classification'
calculate the
imination analysis to
71 3Vo und
is
ratio
hit
Jio ,ttu, the
1s
experiment
this
of
llassification
--if,.
issible.
0.644'
tll.q.XOVA test results
with high level of
higher
to
grouP't.nd
'creativitY,Perceive
cate ifrat people
J
and chamPion
significant in
very
aviour, but not
porl of
Je constructs of intrinsic
mood
irlation, creativity role identity'
l' creativitY Performance'
moarisons of Research Constructs
J., Uif...nt
Levels of Creativitl'
isonalitY of ResPondents
i o* ofthePurPoses ofthis ofstudY
the
to verifu that the diff,erences
of,the
levels
n.*t*.t, una.t different
may create
eativity personality that
on other
imPact
tf.tt* ievels of
cluster
Through
*.u..tt variables'
cluster
hierarchY
Jyri, bY using
(nonmethod
ralvsis and K-means
cluster analysis)' we divide
JriJi.ur
Therefore' we
rem into two groups'
u*.
*roup ont ut high creativitY
and group fwo
.rronu-lity group (n:39)'
group
s low cieativity personality
indicate that
n--lOf . fn. T-test results
high creativity personality^
-achieve
higher levels.of
t."A to
*"oi. Utft
""il
]t.r,i"i,t
role identity and creativity
performance.
Figure 1. StructuralEquationModel
These results have
of this Study
tYo *^l;"
StructuralEquationVtsfel(Snm)
is to
pu'po" of this study
First' the
managerial implications'
constructs find out t'he ietationships among
value'
differences of ""u"h
treativitv' inrrinsic
and low Ito^up u::
befween high group
champton
';pd;;i identiry. mood,
large_ tnat thelnfluence .rJJ,i"* .t.
so signiFrcantly
p"rronut"fit'Tp"nill,ll, itrtt"rli't and creativll,performance'
an objective' structure
role identity and creativity ;;;;h
the
of creativiry
creativity
test
;;"J;;;el is employed to
in
or creativitv i;";.;;;;;;;in' o1ui11''"variables
nerceive higher tevels
propose'd
to have greater ;;;"t;ti;;'"*latr' T'he'
nersonality. they teno
is shown tn
unJ tt*tiuity J;t;;;;iequation model
.reativitv role identity
n'*"'u.ror.
t''"'?#;*;
evaruatin g the structural
"T::TiJJ'1"nto'"T"3i
tffi
as the
oerformance' As long
consumers
tne overall rit
t'i:tT'#;";io"i *ooo o' -"u?u"J*"'i'""J"ri thatthe model
:::
seems
and champion .behaviour
"t*-"J"'iio "rrrur.
i,,n,",,"",,ot ,o
ll,l1i'Jil*ii"J
Jff
,igni;;u,,i. *i*lki*ffii;
53
Farlianto
& Arif
Wibowo
Thc C,>nrriburions of \Vork :m.1 Nonwork...
model. The first one was the chi-square
test, the essential for the nested model
comparison. The chi-square value of
828.844 with254 degrees of freedom is
statistically signiflcant at the 0.000 significance level. Thus, the research must
conclude that significant differences
exist between the design model and the
CONCLUSIONS AND SUGGESTIONS
dividuals with
Conclusions
personalities need confir
nonwork others that they
potential and that their ider
independent contributions to
qualities. Research
actual model.
employees' creative performance. The
systematically examine t
conditions that explain the
The rest of the
fit
indices
adopted in this sfudy were the root mean
square residual (RMR), the goodness
of fit index (GFI), and the adjusted
goodness of fit index (AGFI). The
smaller the RMR is. the better the fit of
the model. Avalue of 0.05 is suggested
as a close fit (Arbuckle & Wothke, 1999).
GFI andAGFI will notbe influenced by
Our study showed that explicit
support for creativity from work
(supervisors/co-workers) and nonwork
(family/friends) others made
findings involving support from others
Individuals with
lesr
mo
personalities may find
st
support redundant, given
1
is
at work are consistent with earlier
nonwork support intt
research (e.g., Amabile et al., I 996; Frese
et a1., 1999). However, our study was
creativity.
the first to show (1) that support from
an aduit individual's family members
and fiends contributed to his or her
creativity at work and (2) that this
sfudy is limited in a felr
First, we obtained
support made
a contribution
to
In addition to
supervisor's rating of
thes
eac
creativity. Although it is c
how systematic bias or
the sample size explicitly and they were
adopted to test how much better the
model fits than no model at all. A very
good fit of research model would require
GFI and AGFI to be higher than 0.9
(Arbuckle & Wothke, 1999). The quality
creativity over and above that made a
contribution to creativity over and
supervisor might affect
above that made by support from
theoretically possible.
creativity over and above that made by
support from people inside the work
place who were not family or friends.
might address this issue
objective indicators o
Second, since employe
of the apriority alternative models
Our study also showed that employee's
creative personality (their CPS rating)
is significantly highly influence only on
should rely on the fit indices. However,
it does not necessarily mean that one
model is superior or the corrected causal
model. Another important criterion for
the quality of the model is the
plausibility criterion (Joreskog &
Sorbom, 1994).It means that the path
coefficients in the model adhere to the
general theoretical conception and to
the hypotheses. Therefore, a model that
fits the data well, but with many
unsupported hypothesized paths,
cannot be defined as correct. Hence, the
fit indices and the theoretical
predictions should be taken into
consideration.
creativity role identity and creativity
performance. Creative personality
as
as nonwork support,
ratings of
s
I
Fu
support,
personality, it is possibk
among these constructs
via common method vat
work should obtain
measured by the CPS did not moderate
the work supporl-creativity link suggest
that support from individual inside the
assessment of these variat
workplace had generally positive
effects-regardless of an employee's
personality. Conversely, only
individuals with less creative
personalities received a boost from
support from nonwork others. This
boost was not a function of positive
mood: analyses showed that the
nonwork-by-CPS interaction did not
affect creativity. Yet our
technically justified. It is
creative employees, or thr
moods, simply received
affect this mood state. It may be that in-
argued throughout t
influence mood
states
support from others.
I
needed that examine issr
and reciprocal causality
vein, although we showe
mood was generally
mediating the support-c
JURNAL ILMU MANAJEMEN
\',rhurc
CONCLUSIONS AND SUGGESTIONS
dividuals with less
Conclusions
personalities need confirmation from
nonwork others that they have creative
potential and that their ideas are valued.
Our study showed that explicit
support
for creativity from work
(supervisors/co-workers) and nonwork
(family/friends) others made
independent contributions to
creative
Nornor I. J.rnurri lt)0(.)
our work does not rule out the
possibility that intrinsic motivation also
might have served as a mediator
(Amabile, 1996). As noted earlier.
ith more creative
although positive mood is expected to
personalities may find such nonwork
support redundant, given their personal
be present when individuals are
intrinsically motivated, we did not
include a direct measure of intrinsic
Individuals
r,r
qualities. Research is needed to
systematically examine the mediating
employees' creative performance. The
findings involving suppoft from others
conditions that explain the effects ofthe
at work are consistent with earlier
nonwork support interaction
research (e.g., Amabile et al., 1996; Frese
creativity.
et al., 1999). However, our study was
ln addition to thcse issues, our
study is limited in a few other ways.
the first to show (1) that supporl from
an adult individual's family members
-1 ,
on
First, we obtained only
motivation, which might have explained
the supporl-creativity relations. Fina1ly.
we defined mood as a transient state
that captured an individual's experience
over a relatively short period of time.
We followed generally accepted
to his or her
creativity at work and (2) that this
one
supervisor's rating of each employee's
creativity. Although it is difficult to see
support made
to
how systematic bias on the part of
procedures and had employees describe
moods by indicating their feeling during
the past week (see George, 199 l; Stokes
& Liven, 1990). Our significant mood-
creativity over and above that made a
contribution to creativity over and
supervisor might affect such variables
creativity relations suggest that
as nonwork support, such bias is
by support from
theoretically possible. Future research
might address this issue by including
supervisors were reflecting upon this
one-week period when rating creativiry.
or that employee moods extended over
and fiends contributed
a contribution
above that made
creativity over and above that made by
support from people inside the work
place who were not family or friends.
Our study also showed that empioyee's
creative personality (their CPS rating)
is significantly highly influence only on
objective indicators of creativity.
Second, since employees provided
the time period considered by
supervisors. The literature suggest that
ratings of support. mood, and
personality, it is possible that relation
traits but can remain relatively constant
among these constructs were inflated
via common method variance. Future
over periods
Nonetheless,
performance. Creative personality as
measured by the CPS did not moderate
the work supporl-creativity link suggest
that support from individual inside the
work should obtain independent
measures assessed permanent affective
assessment of thesc variables. Third, we
traits and that individuals with positive
argued throughout that
support
traits received more support from
inflnence mood states that, in turn,
workplace had generally positive
effects-regardless of an employee's
affect creativity. Yet our study was not
significant actors and exhibited higher
creativity. Future work might address
creativity role identity and creativity
personality. Conversely, only
individuals with less creative
personalities received a boost from
support from nonwork others. This
boost was not a function of positive
mood: analyses showed that the
nonwork-by-CPS interaction did not
affect this mood state. It may be that in-
technically justified. It is possible that
creative employees, or those in positive
moods. simply receivcd more ongoing
support from others. Work is now
needed that examine issues of reverse
and reciprocal causality. In a related
vein, although we showed that positive
mood was generally effective in
mediating the support-creativity link,
moods are less stable than affective
of time (George, 1997).
it rnay be that our mood
this possibility by examining the
mediating effects of both affective traits
and states.
Despite these limitations, results
of our study have some
clear
implications for the management of
creativity. First, they suggest that it may
be possible to boost all employees'
creativity if supervisors and co-workers
55
Farlianto
& Arif
Thc Contrihurions
Wibowo
of\!brk :nJ No"*or
k
are trained and encouraged to provide
with
instance, may also prove useful.
explicit support. Support from family
members of friends, however, is most
Journal
REFERENCE
likely to benefit those employees with
less creative personalities. This implies
Aiken, L.S. &West, S.G. 1991. Multiple
Regressions: Testing and
Interpreting Interactions.
assessing employees' personalities and
encouraging those with low CPS scores
Newbury Park, CA: Sage.
to seek out support from non-work
Amabile, T.M. 1996. Creativity in
others; or organizations might directly
Contert. Boulder. CO: Westview
encourage those non-work others to
Press.
support.
oJ'
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1
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1.
Y
-*L ttir r't :it;r' \r'i-et
i
Abstrak: Penclitian ini
b
terintcgrasi alltara kepem
iklin
kot-nitmct.t olganisasi.
dan budaya organisasi
mc
legresi rlrtrltiple drrl rrrrlisi
antara scbuah variabel tu
mcnuniukkan sernua hiPotcr
dan iklim organisasi merl
transtbrmasiotial dcngan
k
Kata Kunci: kePemimPinr
111
Prel
1.1.111t53si.
iminalY
i
resei
transtbrmational leadcrs
rather Prornising.
Sor
researches (Bass. 1985; Be
1985; Boal & Bryson.
19
Kanungo, I9E7; Hottse.
Woyckc. & Fodor^ 1988;t
I 989: Kouzcs & Posner.
DcVanna, 1986) have b
conccptital in natr-trc. tb
idcntificatiot.r of
translbrmalional behar i
of theo
antcccdents and c
cleveloPment
lPodsukollc' ,1..
58
1
490).