Abstract:
This research focuses on the area of individuals' creative self-efficacy studies in the workplace. Creative self-efficacy is the self belief of whether one has the capacity to perform the job creatively. In the literature, it has been established as an important factor affecting individual's creative performance. However, studies on the variables which can affect creative self-efficacy are rare. The objectives of this research are to examine whether individual polychronicity can affect creative self-efficacy; whether supervisors' supportive and non-controlling management style can influence creative self-efficacy; and whether organisational environmental factors (organisational structure, interaction with co-workers, risk-taking orientation, and a trusting and caring atmosphere) can impact creative self-efficacy. This research argues that supervisory management style can affect organisational environmental factors. Paper questionnaires and web-based surveys were conducted among 123 post-experienced students from Victoria Management School, School of Government, School of Information Management, and Centre for Continuing Education in Victoria University of Wellington. The research findings suggest that individual polychronicity, supervisory management style, interaction with co-workers and risk-taking orientation are significantly associated with individuals' creative self-efficacy at workplace. As expected, supervisory management style is significantly correlated with organisational structure, interaction with co-workers, risk-taking orientation, and a trusting and caring atmosphere. The results also show that factors like individualistic/collectivistic culture and the appointment of people in the management/non-management position can affect creative self-efficacy. Theoretically, this research has contribution to the creative self-efficacy and creative performance studies, polychronicity studies and "fit" theory between employees and organisational environment. Practically, organisations that want employees to have high creative self-efficacy may recruit polychronic individuals, provide positive creative environment, and encourage supervisors to have supportive and non-controlling management styles.
