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Cited by 479Team Dynamics and PerformanceEmotional Intelligence and PerformanceCreativity in Education and Neuroscience

Antecedents of Team Creativity: An Examination of Team Emotional Intelligence, Team Trust and Collaborative Culture

Open access
Barczak, Gloria, Lassk, Felicia, Mulki, Jay·2010·Creativity and Innovation Management
DOI 10.1111/j.1467-8691.2010.00574.x
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Abstract

Teams represent a dominant approach to getting work done in a business environment. Creativity enables teams to solve problems and leverage opportunities through the integration of divergent thoughts and perspectives. Prior research indicates that a collaborative culture, which affects how team members interact and work together, is a critical antecedent of team creativity. This study explores other antecedents of team creativity, namely, team emotional intelligence and team trust, and investigates the relationships among these precursors to creative effort. Using a survey of 82 student teams at a large university in the northeast United States, our findings suggest that team emotional intelligence promotes team trust. Trust, in turn, fosters a collaborative culture which enhances the creativity of the team. Cognitive trust also moderates the relationship between collaborative culture and team creativity. Implications of these results for managers and academics are discussed.

Integrity signals

Registry

Crossref · 10.1111/j.1467-8691.2010.00574.x

Cites

78 of 78 references verified0 citation errors · 0 not checkable

Statistics

Nothing to recompute.

Claims the paper makes

0 of 44 cited sources checked · 0 supported · 0 flagged

  • Findingown data

    Team emotional intelligence does not have a direct relationship with collaborative culture.

    “The lack of evidence to support a direct relationship between team emotional intelligence and a collaborative culture suggests that awareness and management of emotions is not necessary for team members to collaborate.”
    Quote in the paperSubstantial claim
  • Findingown data

    Cognitive trust had a positive and significant regression coefficient on collaborative culture.

    “only the two dimensions of trust had positive and significant regression coefficients”
    Quote in the paperSubstantial claim
  • Findingown data

    In the regression of cognitive trust on the four dimensions of team emotional intelligence, awareness of own emotions was not significant.

    “Regression coefficients for awareness of own emotions and awareness of others' emotions were not significant.”
    Quote in the paperNot a substantial claim
  • Findingreasoning

    Collaborative culture leads to higher levels of team creativity.

    “Team trust, in turn, helps build a collaborative culture which leads to higher levels of team creativity.”
    • Also stated in: § Discussion and Implications · boosted
      “results of this study support prior research indicating that collaborative culture is a strong predictor of creativity”
    Quote in the paperSubstantial claim0 of 1 sources checked
    • cites DeCusatis, 2008 source
    • Rests on an assumption: Collaborative teams possess qualities (openness to others' suggestions, risk-taking, and consideration of diverse viewpoints) that are necessary for creative efforts.
  • Findingown data

    Collaborative culture is a significant predictor of team creativity.

    “cognitive trust and collaborative culture are significant predictors of creativity”
    Quote in the paperSubstantial claim
  • May combine two claims. 14
  • The quote only partly states this claim. 1
  • Classified as probably not a substantial claim. 17

  • May combine two claims.

    Findingown data

    Team emotional intelligence positively influences both cognitive and affective team trust.

    “our results indicate that emotionally intelligent teams create both cognitive and affective team trust.”
    • Also stated in: § Discussion and Implications · hedged
      “The positive influence of particular elements of team emotional intelligence on both cognitive and affective trust highlights the importance of team emotional intelligence in creating team trust.”
    • Also stated in: § Discussion and Implications · plain
      “team emotional intelligence creates trust, both affective and cognitive, among team members”
    Quote in the paperSubstantial claim

  • The quote only partly states this claim.

    Findingown data

    Affective trust had a positive and significant regression coefficient on collaborative culture.

    “only the two dimensions of trust had positive and significant regression coefficients”
    Quote in the paperSubstantial claim

  • May combine two claims.

    Findingown data

    Correlations among the constructs were significant and in the right direction providing support for the hypotheses.

    “Correlations among the constructs were significant and in the right direction providing support for the hypotheses.”
    Quote in the paperSubstantial claim

  • May combine two claims.

    Findingown data

    Both collaborative culture and creativity scales were one-dimensional.

    “Both collaborative culture and creativity scales were one-dimensional.”
    Quote in the paperNot a substantial claim

  • Classified as probably not a substantial claim. May combine two claims.

    Premisecitation

    When employees trust each other, they create a collaborative culture and thus are more likely to collaborate together in a productive manner.

    “Supporting the third hypothesis, Evans and Wolf (2005) state that when employees trust each other, they create a collaborative culture and thus are more likely to collaborate together in a productive manner.”
    Quote in the paperSubstantial claim0 of 1 sources checked
    • cites Evans and Wolf, 2005 source

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Premisecitation

    The decision to trust reflects two dimensions, affect-based and cognitive.

    “Thus, the decision to trust reflects two dimensions, affect-based and cognitive, prevalent in the literature and supported by ample empirical evidence in organizational research (Jeffries & Reed, 2000).”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Jeffries & Reed, 2000 source

  • May combine two claims.

    Premisecitation

    Team emotional intelligence has been shown to lead to stronger relationships with co-workers, better information exchange and decision making, and decreased team conflict.

    “Team emotional intelligence has been shown to lead to stronger relationships with co-workers (Jordan & Troth, 2004), better information exchange and decision making (Pelled, Eisenhardt & Xin, 1999), and decreased team conflict (Jehn & Mannix, 2001;Jordan & Troth, 2004).”
    Quote in the paperSubstantial claim0 of 3 sources checked
    • cites Jordan & Troth, 2004 source
    • cites Pelled, Eisenhardt & Xin, 1999 source
    • cites Jehn & Mannix, 2001 source

  • May combine two claims.

    Premisecitation

    Team trust is a critical antecedent of both collaborative culture and team creativity.

    “Given that team trust is a critical antecedent of both of these constructs (Hattori & Lapidus, 2004;Evans & Wolf, 2005;DeCusatis, 2008)”
    Quote in the paperSubstantial claim0 of 3 sources checked
    • cites Hattori & Lapidus, 2004 source
    • cites Evans & Wolf, 2005 source
    • cites DeCusatis, 2008 source

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Premisecitation

    Cognitive trust is based on one's willingness to rely on a team member's expertise and reliability.

    “Cognitive trust is based on one's willingness to rely on a team member's expertise and reliability (McAllister, 1995;Johnson & Grayson, 2005).”
    Quote in the paperNot a substantial claim0 of 2 sources checked
    • cites McAllister, 1995 source
    • cites Johnson & Grayson, 2005

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Premisecitation

    Affective trust is the confidence one places in a team member based on one's feelings of caring and concern illustrated by that co-worker.

    “Affective trust is the confidence one places in a team member based on one's feelings of caring and concern illustrated by that co-worker (McAllister, 1995).”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites McAllister, 1995 source

  • May combine two claims.

    Premisecitation

    The quality of collaboration has a positive impact on creativity and team performance.

    “Prior research indicates that the quality of collaboration has a positive impact on creativity and team performance (Hoegl & Gemuenden, 2001;DeCusatis, 2008).”
    Quote in the paperSubstantial claim0 of 2 sources checked
    • cites Hoegl & Gemuenden, 2001 source
    • cites DeCusatis, 2008 source

  • May combine two claims.

    Premisecitation

    Trust acts as a facilitator and promotes interpersonal relationships prompting people to seek and give help leading to a more collaborative culture.

    “Trust acts as a facilitator and promotes interpersonal relationships prompting people to seek and give help leading to a more collaborative culture (Russ et al., 1998;Abrams et al., 2003;Middel, Boer & Fisscher, 2006).”
    Quote in the paperSubstantial claim0 of 3 sources checked
    • cites Russ et al., 1998 source
    • cites Abrams et al., 2003 source
    • cites Middel, Boer & Fisscher, 2006 source

  • May combine two claims.

    Premisecitation

    Both team trust and a collaborative culture enable better communication, information sharing, focus and greater co-operation, thereby leading to greater creative efforts.

    “Both team trust and a collaborative culture enable better communication, information sharing, focus and greater co-operation (Larson & LaFasto, 1989;Strutton, Pelton & Lumpkin, 1993;Calton & Lad, 1995;Littler, Leverick & Bruce, 1995;Whitener et al., 1998), thereby leading to greater creative efforts.”
    Quote in the paperSubstantial claim0 of 3 sources checked
    • cites Larson & LaFasto, 1989

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

    • cites Strutton, Pelton & Lumpkin, 1993 source
    • cites Calton & Lad, 1995 source

  • Probably not a substantial claim: may not pass S1 (asserted), S3 (load-bearing).

    Premisecitation

    Repeated collaboration may negatively affect a team's creativity.

    “However, recent research has found that repeated collaboration may negatively affect a team's creativity (Skilton & Dooley, 2010).”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Skilton & Dooley, 2010

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • Classified as probably not a substantial claim.

    Premisecitation

    Emotional intelligence is essential to the performance of a team.

    “emotional intelligence has been touted as essential to the performance of a team (Druskat & Wolff, 2001a;Goleman, Boyatzis & McKee, 2002;Rego et al., 2007).”
    Quote in the paperSubstantial claim0 of 3 sources checked
    • cites Druskat & Wolff, 2001a

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

    • cites Goleman, Boyatzis & McKee, 2002 source
    • cites Rego et al., 2007 source

  • Probably not a substantial claim: may not pass S2 (checkable), S3 (load-bearing).

    Premisecitation

    Trust is a psychological state comprising the intention to accept vulnerability based upon positive expectations of the intentions or behaviour of another.

    “Rousseau et al. (1998) propose that trust is a psychological state comprising the intention to accept vulnerability based upon positive expectations of the intentions or behaviour of another.”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Rousseau et al., 1998 source

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Premisecitation

    Knowledge and skill about one's function is critical to creativity.

    “This concurs with research that shows that knowledge and skill about one's function is critical to creativity (Amabile, 1997;Taggar, 2002).”
    Quote in the paperNot a substantial claim0 of 2 sources checked
    • cites Amabile, 1997 source
    • cites Taggar, 2002 source

  • May combine two claims.

    Interpretationreasoning

    When team members trust each other to be competent and reliable, they are more willing to exhibit collaborative behaviours, leading to a more creative solution.

    “When team members trust each other to be competent and reliable, they are even more willing to exhibit those behaviours leading to an even more creative solution.”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Study design and conductnone given

    The study used team creativity as the dependent variable rather than a more practical measure of performance.

    “In relation, the study used team creativity as the dependent variable rather than a more practical measure of performance.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Study design and conductnone given

    Use of a convenience sample of students is a limitation in terms of practical implications.

    “Use of a convenience sample of students could be another limitation in terms of practical implications, even though student teams are known to provide useful insights into the dynamics of team work and creativity (Chiocchio & Essiembre, 2009;Qiu et al., 2009).”
    Quote in the paperNot a substantial claim0 of 2 sources checked
    • cites Chiocchio & Essiembre, 2009 source
    • cites Qiu et al., 2009 source

  • Classified as probably not a substantial claim.

    Study design and conductown data

    The study uses cross-sectional data, so causality of the relationships between predictor and criterion variables should not be implied from the results.

    “The study uses cross-sectional data and hence causality of the relationships between predictor and criterion variables should not be implied from results of this study.”
    Quote in the paperSubstantial claim

  • May combine two claims.

    Interpretationreasoning

    Both emotional intelligence and trust are critical for effective teamwork.

    “Thus, both emotional intelligence and trust are critical for effective teamwork.”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim: may not pass S2 (checkable), S3 (load-bearing).

    Interpretationreasoning

    A kick-off meeting at the beginning of a project can help team members get to know each other and start to build relationships that can ultimately lead to a creative approach to the task.

    “For example, a kick-off meeting at the beginning of a project can help team members to get to know each other and start to build relationships that can ultimately lead to a creative approach to the task.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S2 (checkable).

    Interpretationreasoning

    Trust is a critical element of teams.

    “the impact of trust on a collaborative culture and cognitive trust on creativity reinforces that trust is a critical element of teams that managers need to pay attention to.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Premisecitation

    To be trusted cognitively, individuals need skills such as working with others, being reliable and dependable, doing whatever is needed to accomplish the task, and being flexible.

    “Individuals need to also possess skills such as working with others, being reliable and dependable, doing whatever is needed to accomplish the task, and being flexible (Barczak & Wilemon, 2003).”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Barczak & Wilemon, 2003 source

  • May combine two claims.

    Premisecitation

    In a trusting environment, individuals are more willing to take a risk by sharing information and cooperating with their team members, thereby creating a sense of collaboration.

    “In a trusting environment, individuals are more willing to take a risk by sharing information and co-operating with their team members (Mayer, Davis & Schoorman, 1995) thereby creating a sense of collaboration (Russ et al., 1998;Abrams et al., 2003;Hattori & Lapidus, 2004).”
    Quote in the paperSubstantial claim0 of 3 sources checked
    • cites Mayer, Davis & Schoorman, 1995 source
    • cites Russ et al., 1998 source
    • cites Abrams et al., 2003 source

  • Probably not a substantial claim: may not pass S3 (load-bearing). May combine two claims.

    Study design and conductnone given

    To minimize social desirability bias, respondents were guaranteed anonymity and responses were collected by a student volunteer instead of their own instructor.

    “Finally, to minimize social desirability bias, respondents were guaranteed anonymity and responses were collected by a student volunteer instead of their own instructor.”
    Quote in the paperNot a substantial claim

  • May combine two claims.

    Interpretationcitation

    High cognitive trust teams are perceived to have members with strong functional and interpersonal capabilities, which creates a feeling that the team can jointly make decisions, take risks, and share ideas without fear of criticism, resulting in a creative solution.

    “High cognitive trust teams are perceived to have members with strong functional as well as interpersonal capabilities which can create a feeling that the team can jointly make decisions, take risks and share ideas without fear of criticism (West, 1990) resulting in a creative solution to their task.”
    Quote in the paperSubstantial claim0 of 1 sources checked
    • cites West, 1990

  • Classified as probably not a substantial claim.

    Interpretationreasoning

    Hiring functionally competent individuals aids perceptions of the reliability and competence of colleagues.

    “To aid these perceptions, it is obviously most useful to hire functionally competent individuals.”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim: may not pass S2 (checkable), S3 (load-bearing).

    Premisecitation

    To build and sustain trust, managers need to create situations for both formal and informal communication among team members.

    “To build and sustain trust, managers need to create situations for both formal and informal communication among team members (Jarvenpaa, Knoll & Leidner, 1998).”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Jarvenpaa, Knoll & Leidner, 1998 source
30 of 30

  • The paper relies on this without support.

    Student teams working on class projects are representative of organizational work teams for the relationships studied.

    “A sample of undergraduate students of a major university in the northeastern United States was used for this study.Students formed teams and worked closely to complete a class project that represented a major portion of their course grade.”

  • The paper relies on this without support.

    The team-level aggregation of individual survey responses is valid for measuring team constructs.

    “The measures were aggregated by team.”

  • The paper relies on this without support.

    The causal ordering in the proposed model (team emotional intelligence → team trust → collaborative culture → team creativity) is correct.

    “our findings suggest that team emotional intelligence promotes team trust.Trust, in turn, fosters a collaborative culture which enhances the creativity of the team.”

  • The paper relies on this without support.

    Collaborative teams possess qualities (openness to others' suggestions, risk-taking, and consideration of diverse viewpoints) that are necessary for creative efforts.

    “Collaborative teams are known to be open to others' suggestions, allow team members to take risks and are willing to consider diverse viewpoints; all of the qualities necessary for creative efforts.”

  • The paper relies on this without support.

    Team members' trust is based on individuals' confidence that the actions of the members will be beneficial and not detrimental.

    “Team members' trust is based on individuals' confidence that the actions of the members will be beneficial and not detrimental.”
5 of 5

Cites

Flagged first, then by citations

6 of the 84 references couldn’t be matched to a known paper.

Research works printed but not linked: 4

  1. Amabile T.M., 1998, How to Kill Creativity: Keep Doing What You're Doing. Or If You Want to Spark Innovation, Rethink How You Motivate, Reward and Assign Work to People, Harvard Business Review, 76
  2. Druskat V.U., 2001, The Emotionally Intelligent Workplace, 132
  3. Kemper T.D., 1978, A Social Interaction Theory of Emotions
  4. Larson C., 1989, Teamwork

Cited by

Sorted by citations

Related

Authors
Barczak, G., Lassk, F., & Mulki, J.
Affiliations
Northeastern University (US)
ORCID
Venue
Creativity and Innovation Management
Publisher
Wiley
Published
2010-11-14
Volume
19
Issue
4
Pages
332-345
ISSN
  • 0963-1690 (ISSN-L)
  • 1467-8691
DOI
10.1111/j.1467-8691.2010.00574.x
OpenAlex
W2101117239
Cited by
479
References
84
Citations by year
2026: 17 · 2025: 32 · 2024: 31 · 2023: 47 · 2022: 44 · 2021: 49 · 2020: 49 · 2019: 40 · 2018: 35 · 2017: 31 · 2016: 33 · 2015: 24 · 2014: 20 · 2013: 12 · 2012: 14
FWCI
11.81
Type
journal article
Language
en
Open access
Licence
onlinelibrary.wiley.com/termsAndConditions#vor (vor)
Locations
Creativity and Innovation Management (publishedVersion)
Topics
  • Social Sciences › Psychology › Social Psychology › Team Dynamics and Performance
  • Social Sciences › Psychology › Social Psychology › Emotional Intelligence and Performance
  • Social Sciences › Psychology › Experimental and Cognitive Psychology › Creativity in Education and Neuroscience
Keywords
team creativity, team emotional intelligence, team trust, collaborative culture, cognitive trust, student teams, antecedents of creativity

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