LEADERSHIP, CREATIVE THINKING STYLE AND INCENTIVES FOR JOB PERFORMANCE IN STARTUPS
DOI:
https://doi.org/10.14392/asaa.2021140210Keywords:
Liderança, incentivo, desempenho no trabalho, processo criativo, startups.Abstract
Purpose: The overall goal of this paper is to, initially, examine the relationship between leadership (transformational versus transactional) and creative thinking style (divergent versus convergent), then the relationship between creative thinking style and job performance and, finally, whether this last relationship depends on the use of incentives.
Method: We conducted a survey with start-up managers, at Scaleup stage, registered at ABStartups (Brazilian Startup Association). From the 96 responses obtained, we analyzed the data using structural equation modeling, with the method of partial least squares.
Results: According to hypotheses, we show that transformational (transactional) leadership is positively associated with divergent (convergent) thinking. Moreover, both styles of creative thinking are positively associated with job performance. Finally, the use of incentives influences only the relationship between convergent thinking and job performance, but not the relationship between divergent thinking and job performance.
Contributions: The main practical implications of our results are that organizations need to consider the desired creative thinking style in defining the leadership profile, so that their leaders can stimulate the desired levels of creativity. In addition, the use of incentive schemes can be more efficient to motivate convergent thinking in creative processes.
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