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"Tujuan dari penelitian ini adalah menganalisis hubungan antara leadership emergence dan kreativitas karyawan pada perusahaan event organizer dan content creator dengan menggunakan analisis jaringan sosial serta memberikan rekomendasi alternatif bagi industri untuk meningkatkan leadership emergence antara karyawan dan meningkatkan kreativitas karyawan untuk merespon terhadap perubahan. Penelitian ini dilakukan pada enam perusahaan yang termasuk kategori event organizer dan content creator dengan total jumlah responden sebanyak 73 orang. Untuk mengukur leadership emergence, penelitian ini menggunakan analisis jaringan sosial dengan melihat nilai kepadatan jaringan dan nilai centrality masing-masing perusahaan untuk mengidentifikasi aktor-aktor yang berpengaruh dalam proses leadership emergence. Pengukuran hubungan antara leadership emergence dan kreativitas karyawan dalam penelitian ini menggunakan nilai pearson correlation test. Hasil penelitian menunjukkan bahwa terdapat hubungan antara leadership emergence dengan kreativitas karyawan pada perusahaan event organizer dan content creator serta jaringan kepemimpinan karyawan perusahaan event organizer dan content creator terdesentralisasi

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The purpose of this study is to analyze the relationship between leadership emergence and employee creativity in event organizer and content creator companies using social network analysis and provide alternative recommendations for the industry to increase leadership emergence among employees and increase employee creativity to respond to change. This research was conducted on six companies that are included in the category of event organizers and content creators with a total number of 73 respondents. To measure leadership emergence, this study uses social network analysis by looking at the network density and centrality values ​​of each company to identify the influential actors in the leadership emergence process. Measurement of the relationship between leadership emergence and employee creativity in this study used the Pearson correlation test. The results show that there is a relationship between leadership emergence and employee creativity at event organizer and content creator companies, also employee’s leadership networks at event organizer and content creator companies are decentralized."

"There is perhaps no leadership challenge more daunting than managing creativity-and more urgent than delivering breakthrough innovation. How do you harness some of the most passionate, intelligent people in your organization without stifling them? How do you simultaneously unleash their energy and channel it into something tangible? Lina Echeverria offers seven proven principles through which new ideas come to fruition, from unleashing passion and drive, and embracing productive conflict, to emphasizing excellence and structure while living values that liberate creativity. As team catalyst, the leader delivers results while nurturing intuition and growing talent. These principles apply well beyond traditional creative domains, propelling innovation across entire organizations. Drawing on the author's considerable experience assembling and nurturing cutting-edge teams at Corning Inc., "Idea Agent" shows readers how to juxtapose creative freedom with management rigor and lead dedicated professionals as they generate and execute one great innovation after another."

"Karyawan pelayanan jasa yang kreatif berperan penting dalam menampilkan kemampuan organisasi. Berbagai penelitian berhasil menginvestigasi antiseden dari kreativitas karyawan pelayanan jasa. Penelitian ini bertujuan untuk menganalisis pengaruh faktor-faktor kontekstual pekerjaan yang meliputi kompleksitas pekerjaan dan hubungan dengan atasan, rekan kerja dan pelanggan, dengan kreativitas karyawan, dengan konflik dan ambiguitas peran serta motivasi intrinsik sebagai mediator. Penelitian ini menemukan bahwa hubungan dengan rekan kerja berpengaruh secara positif dan signifikan terhadap ambiguitas peran (role ambiguity). Sementara variabel-variabel lain tidak memiliki hubungan yang signifikan dengan kreativitas karyawan. Hal ini dapat disebabkan karena penelitian dilakukan di sebuah perusahaan perbankan yang memiliki karakteristik highly regulated, di mana selalu terdapat pembatasan-pembatasan berupa aturan-aturan untuk melindungi kepentingan nasabah serta untuk menjaga stabilitas sistem keuangan. Aturan-aturan inilah yang justru membatasi karyawan Bank dalam menggunakan kreativitasnya.

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Creative service employees may be crucial in ensuring organizational performance. However, scant research has investigated the antecedents of service employee creativity. This study aims to analyze the influence of contextual factors include job complexity and job relationships with supervisor, co-workers and customers, with the creativity of employees, with conflict and role ambiguity, and intrinsic motivation as a mediator.

This study found that the relationship with co-workers in a positive and significant effect on role ambiguity. While other variables have no significant relationship with employee creativity. It can be caused due to the research carried out in a banking company that has the characteristics of "highly regulated", where there are always limitations in the form of rules to protect customers' interests and to maintain the stability of the financial system. The rules is what actually limits the Bank's employees in using creativity."

"Menurut teori perkembangan, mahasiswa umumnya termasuk dalam rentang usia dewasa muda, dimana individu dihadapkan pada berbagai masalah, baik pada kehidupan di dalam maupun di luar kampus. Salah satu aset penting yang perlu dimiliki mahasiswa untuk menghadapi masalah-masalah serta memenuhi tugas perkembangannya adalah psychological well-being (PWB). Menurut literatur, studi mengenai PWB pada mahasiswa masih tergolong sedikit. Kreativitas merupakan elemen esensial pada kehidupan mahasiswa. Terdapat jenis kreativitas lain yang masih sedikit mendapat perhatian, yang disebut sebagai everyday creativity (EC). Kreativitas ini ditemukan berhubungan dengan psychological well-being, namun bagaimana kreativitas tersebut berperan dalam kehidupan mahasiswa masih belum banyak diketahui. Penelitian dilakukan pada sampel 120 mahasiswa Universitas Indonesia, menggunakan alat ukur Ryff’s Scales of Psychological Well-Being yang dikembangkan oleh Ryff (1989) dan Everyday Creativity Questionnaire yang dikembangkan Ivcevic & Mayer (2009). Hasil penelitian membuktikan terdapat hubungan signifikan antara everyday creativity dan psychological well-being.

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According to a developmental theory, senior college students in general are in the stage of young adulthood, where they encounter various kinds of challenges, both in and outside the campus. One of the most important resources that help college students cope with these challenges and accomplish the development tasks required in this stage is psychological well-being (PWB). According to the literature, there are not many studies on the psychological well-being of college students. Creativity is an essential element in the university life. A form of creativity, called everyday creativity, is reported to be rather neglected in the research on creativity. Everyday creativity is reportedly related to psychological well-being, but not much is known about the role it plays in the everyday life of college students. A study is conducted to a sample of 120 college students of Universitas Indonesia, using Ryff’s Scales of Psychological Well-being and the Everyday Creativity Questionnaire. Results show there is a significant correlation between everyday creativity and psychological well-being."

"Penelitian ini bertujuan untuk melihat pengaruh peningkatan kualitas leadermember exchange terhadap perilaku inovatif pada karyawan kantor pusat PT BB melalui pemberian pelatihan coaching pada atasan. Penelitian ini dilakukan di PT BB, sebuah perusahaan yang bergerak dalam bidang industri mining. Responden penelitian ini adalah 46 orang karyawan level staf. Pengukuran perilaku inovatif dilakukan dengan menggunakan alat ukur Innovative Work Behaviour dari Janssen (2000), sedangkan leader-member exchange diukur dengan menggunakan alat ukur LMX-M dari Wu (2009). Pengolahan data awal menjelaskan bahwa leader-member exchange secara signifikan mempengaruhi perilaku inovatif (r2 = 0.422) dengan dimensi affect dan exchange sebagai dua dimensi yang memiliki kontribusi terbesar. Berdasarkan pengolahan data awal, ditentukan intervensi yang dilakukan adalah intervensi pelatihan coaching pada atasan. Responden intervensi adalah 4 orang atasan langsung dari karyawan yang memiliki skor leader-member exchange dan perilaku inovatif dalam kategori rendah. Efektifitas intervensi diukur melalui evaluasi reaksi, pembelajaran, dan tingkah laku. Pengukuran posttest dilakukan 8 hari setelah pelaksanaan pelatihan kepada 6 orang bawahan dari atasan yang mengikuti pelatihan. Hasilnya terdapat peningkatan skor leadermember exchange yang signifikan sebelum dan setelah pelaksanaan pelatihan (Z= -2,041, p =0.041). Namun demikian, tidak terdapat peningkatan skor perilaku inovatif yang signifikan sebelum dan setelah atasan diberikan pelatihan (Z= -1,095, p = 0.273).

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This research aims to determine the influence of leader-member exchange enhancement on innovative behavior in PT BB's employee by providing coaching training for supervisor. This research was conducted at PT BB, a mining company. Respondents were 46 employees from staff level. Innovative behavior was measured using innovative work behavior scale by Janssen (2000), whereas leader-member exchange was measured using LMX-M scale by Wu (2009). Pretest data showed that leader-member exchange influences innovative behavior significantly (r2=0.422), furthermore affect and exchange found to have the biggest contribution.

Based on the result, researcher design a coaching training for supervisor as an intervention to enhance leader-member exchange so it predicts to enhace innovative behavior too. Intervention gived to 4 supervisor whom their subordinate had low score on leader-member exchange and innovative behavior. Effectivity of coaching training was measured by evaluate the reaction, learning, and behavior changing. Post-test was measured to 6 subordinates, 8 days after the intervention. The result showed there was significant improvement on leadermember exchange score after the intervention (Z = -2,041, p =0.041). For instance, there was not significant improvement on innovative behavior (Z = -1,095, p = 0.273)."

"Ch. 1. Two case studies in creativityCh. 2. The study of creativityCh. 3. The cognitive perspective on creativity, part I : ordinary thinking, creative thinking, and problem solvingCh. 4. The cognitive perspective on creativity, part II : knowledge and expertise in problem solvingCh. 5. Case studies of creativity : ordinary thinking in the arts, science, and inventionCh. 6. The question of insight in problem solvingCh. 7. Out of one's mind, part I : muses, primary process, and madnessCh. 8. Out of one's mind, part II : unconscious processing, incubation, and illuminationCh. 9. The psychometric perspective, part I : measuring the capacity of think creativelyCh. 10. The psychometric perspective, part II : the search for the creative personalityCh. 11. Confluence models of creativityCh. 12. Understanding creativity : where are we? where are we going?"