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Capitalizing on Creativity at Work

Capitalizing on Creativity at Work

Fostering the Implementation of Creative Ideas in Organizations

Edited by Miha Škerlavaj, Matej Černe, Anders Dysvik and Arne Carlsen

How does one implement highly creative ideas in the workplace? Though creativity fuels modern businesses and organizations, imaginative ideas are less likely to be implemented than moderate ones. The crux of this issue is explored as contributors present and analyze remedies for capitalizing on highly creative ideas.

Chapter 9: Supportive supervision: a crucial factor for unlocking the potential of highly creative ideas perspective

Matej Černe, Miha Škerlavaj and Anders Dysvik

Subjects: business and management, knowledge management, organisational innovation, organisational behaviour, innovation and technology, knowledge management


Perceived supervisor support is formally defined as the degree to which employees in organizations believe their supervisors value their contributions and care about their well-being (Kottke and Sharafinski, 1988; Eisenberger et al., 2002). According to Amabile et al. (2004), there are two views on supervisor support. A perspective that includes both task-and relationship-oriented leadership behaviors is more common in the creativity literature, whereas leadership literature usually adopts a narrower view that only deals with relationships. In this chapter, we decided to follow the broader definition of perceived supervisor support. It encompasses both instrumental and socio-emotional support (Amabile et al., 2004), such as helping other employees who had been absent, orienting new employees to their jobs, helping others when their workload increases, and assisting others with their duties (Shanock and Eisenberger, 2006). Perceived supervisor support is important in relation to a range of beneficial organizational outcomes. First, at the unit level, a perceived supervisor support climate has been positively associated with unit performance (Dysvik and Kuvaas, 2012) and negatively associated with post-traumatic stress (Bacharach and Bamberger, 2007). At the individual level, perceived supervisor support has been found to relate positively to perceived organizational support, in-role performance, organizational citizenship behavior and negatively related to turnover intention (Eisenberger et al., 2002; Shanock and Eisenberger, 2006). Employees that feel supported by their supervisors have also been found to go beyond their formal job duties (Shanock and Eisenberger, 2006).

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