The effect of psychological collectivism on creative work involvement: The role of prosocial motivation and leadership style

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dc.contributor Aalto-yliopisto fi
dc.contributor Aalto University en Le, Hang Thi Tu 2016-06-14T06:01:00Z 2016-06-14T06:01:00Z 2015
dc.description.abstract Collectivism is a common concept in the cultural study, which is used to describe a community whose motivation and emphasis are strongly tight to collective perspective. Considering previous research's suggestions on another level of analysis of collectivism, and limitations of the cultural-based view of collectivism in studying organizational behaviors, this thesis examined collectivism at the individual level as a personality trait, termed psychological collectivism. The prior research investigated several outcomes of psychological collectivism. Out of them, creative work involvement has been neglected. Given the importance of innovation process, in which creative engagement is essential, in the current knowledge-based economy, and advantages of the collective attitude in facilitating group-based project works, the relationship between psychological collectivism and creative work involvement should be explored. This thesis objective is to study (1) the effect of psychological collectivism on creative work involvement, (2) the mediating role of prosocial motivation in this relationship, and (3) the moderating effect of three different leadership styles (i.e. transformational leadership, transactional leadership, laissez-faire) on the psychological collectivism-creative work involvement relationship. To address these objectives, this thesis utilized the quantitative approach. A sample of 167 organizational members working in different organizations was studied. The data were collected by the online web-based questionnaire, and all the variables were measured at the same point of time. After that, Structural Equation Modeling (SEM) method is used to analyze the data. The results indicated that psychological collectivism is positively related to creative work involvement; prosocial motivation partially mediates this relationship; transactional leadership marginally weakens the psychological collectivism-creative work involvement relationship; whereas, transformational leadership and laissez-faire show no significant moderating effect. The research findings suggested that employees who have a stronger orientation to work in groups will devote more time and effort to creative processes associated with work, and one of the mechanisms explained this motive is through employee's motivation to help others. Also, leaders who strongly emphasize on results, and use rewards as motivators for employees' job accomplishment may undermine their willingness to carry out creative activities. These make several implications for management practices such as a proper human resource allocation for innovation projects, customized training programs, and suitable leadership behaviors to different groups of employees. en
dc.format.extent 70
dc.format.mimetype application/pdf en
dc.language.iso en en
dc.title The effect of psychological collectivism on creative work involvement: The role of prosocial motivation and leadership style en
dc.type G2 Pro gradu, diplomityö fi Kauppakorkeakoulu fi School of Business en
dc.contributor.department Johtamisen laitos fi
dc.contributor.department Department of Management Studies en
dc.subject.keyword psychological collectivism
dc.subject.keyword creative work involvement
dc.subject.keyword prosocial motivation
dc.subject.keyword transformational leadership
dc.subject.keyword transactional leadership
dc.subject.keyword laissez-faire
dc.identifier.urn URN:NBN:fi:aalto-201609083375
dc.type.dcmitype text en
dc.programme.major MSc program in Management and International Business fi
dc.programme.major MSc program in Management and International Business en
dc.type.ontasot Pro gradu tutkielma fi
dc.type.ontasot Master's thesis en
dc.subject.helecon johtaminen
dc.subject.helecon management
dc.subject.helecon kansainväliset yhtiöt
dc.subject.helecon international companies
dc.subject.helecon motivaatio
dc.subject.helecon motivation
dc.subject.helecon tiimit
dc.subject.helecon teams
dc.subject.helecon psykologia
dc.subject.helecon psychology
dc.subject.helecon sitoutuminen
dc.subject.helecon commitment
dc.ethesisid 14340 2016-01-05
dc.location P1 I

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