||Cognitive Styles, Team Cohesion and Team Creativity: Moderating by Transformational Leadership and Innovative Climate
||Institute of International Business
In this ever-changing environment, innovation is regarded as a core competence to cope with the competitive challenges. Besides relying on the existing technologies and skills, it is also essential for organizations to not only exploit their talents but also to build a great team so as to ensure that the innovative ideas can be successfully practiced. Based on the previous research, cognitive styles associated with both idea generation and idea implementation have effect on creativity. It shows that a person’s thought process and his/her background knowledge are both vital to creativity performance. However, different people with relevant task in a team might not result in only synergy but also conflicts. The configuration of individuals’ attributes in a team is considered to influence on team processes and performance. Furthermore, the surrounding context which might encompass the effect of organizational variables and team characteristics is important issue as well. As a result, this study introduces the importance of team cohesion as a mediator between cognitive styles and creativity at a team level. Additionally, this study also takes transformational leadership and innovative climate as moderators into consideration.
The research is conducted by handing out questionnaires to several companies in Taiwan. Data from a total of 77 groups which consist of 314 respondents indicated that team cohesion mediates the relationship between cognitive styles and team creativity, whereas the mediation does not implement between conformist cognitive styles and team creativity. However, the moderating effect is not significant on whole model.
These findings not only provided more insights on how creativity can be effected on different cognitive styles but also provided benefits to the academic field. Through understanding the relationship between these factors, organizations could benefit by understanding the importance of creativity for sustaining competitive advantage. In addition, we also called for organizations and future researchers to address the issue of appropriate context for employees to exploit their talents.
TABLE OF CONTENTS
TABLE OF CONTENTS VII
LIST OF TABLE X
LIST OF FIGURE XI
CHAPTER ONE 1
1.1 Research Background 1
1.2 Research Objectives 2
1.3 Research Procedures 3
1.4 Research Structure 3
CHAPTER TWO 5
2 Definition and relationship of constructs. 5
2.1 Cognitive style 5
2.1.1 Creative Cognitive style 6
2.1.2 Conformist Cognitive style 7
2.1.3 Attentive-to-detail Cognitive style 8
2.2 Team cohesion 8
2.3 The relationship between cognitive styles and team cohesion 10
2.4 Transformational leadership 12
2.5 The moderating role of transformational leadership 13
2.6 Team creativity 15
2.7 The relationship between team cohesion and team creativity 17
2.8 The mediating role of team cohesion in the relationship with cognitive style and team creativity 18
2.9 Innovative climate 19
2.10 The moderating role of innovative climate 20
CHAPTER THREE 22
3.1 Research Framework 22
3.2 Hypothesis testing 23
3.3 Construct measurement 24
3.3.1 Cognitive style 24
3.3.2 Team cohesion 25
3.3.3 Transformational leadership 26
3.3.4 Team creativity 27
3.3.5 Innovative climate 28
3.4 Control variables 29
3.5 Questionnaire Design 29
3.6 Sampling Plan 30
3.7 Data Analysis 30
3.7.1 Descriptive Statistic Analysis 30
3.7.2 Confirmatory Factor Analysis (CFA) 30
3.7.3 Hierarchical Multiple Regression 31
CHAPTER FOUR 32
4.1 Descriptive Analysis 32
4.1.1 Sample and Data Collection 32
4.1.2 Characteristics of Respondents 33
4.1.3 Non Response Bias Test 36
4.1.4 Common Method Variance. 36
4.2 Reliability Test 37
4.2.1 Cognitive style 38
4.2.2 Team cohesion 39
4.2.3 Transformational Leadership 40
4.2.4 Team Creativity 41
4.2.5 Innovative Climate 42
4.3 Construct Validity 43
4.3.1 Confirmatory Factor Analysis (CFA) 43
4.3.2 Convergent Validity 44
4.3.3 Discriminant Validity 46
4.4 Pearson Correlations Coefficient 47
4.5 Intraclass Correlation Coefficient 50
4.6 Hierarchical Multiple Regression Analysis 50
4.6.1 The Relationship between Cognitive Style and Team Creativity. 50
4.6.2 The Relationship between Cognitive Style and Team Cohesion. 51
4.6.3 The Positive Relationship between Team Cohesion and Team Creativity. 51
4.6.4 Team Cohesion as Mediator between Cognitive Style and Team Creativity 54
4.6.5 Transformational Leadership as Moderator between Cognitive Style and Team Cohesion 56
4.6.6 Innovative Climate as Moderator between Team Cohesion and Team Creativity. 59
5.1 Conclusion and Discussions 61
5.1.1 Cognitive Styles, Team Cohesion and Team Creativity: 63
5.1.2 Transformational Leadership as a moderator: 65
5.1.3 Innovative Climate as a moderator: 65
5.2 Research Contributions. 66
5.3 Limitations and Future Research Directions. 67
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