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 ilmiahbagistafpengajar,praktisi,mahasiswa,alumnimaupunmasyarakatpadaumumnya. berbagi ilmu pengetahuan Harapan yang ingindicapai adalah supaya terjadi proses saling umum' untuk melaiui karya ilmiah yang dipublikasikan 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' Social Psycl that organization might consider offer employee appropriate, explicit Conce Cortical Rei 1102. Cohen, S. 1988. Ps' of the Role o the Etiology i Health Psych Feist, G.J. 1999. 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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).