119 Creating A Creative State of Mind TABLE 2 Results of multilevel analyses, Study 1 (outcome = creative performance: fluency and originality) Variables Fluency Originality Model 1 Model 2 Model 1 Model 2 γ SE γ SE γ SE γ SE Intercept 5.43** .37 5.54** .36 4.30** .19 4.33** .20 Time (weekday) -.05 .09 -.05 .09 -.01 .04 -.01 .05 Fluency .35** .05 .36** .04 Lagged fluency .62** .04 .62** .05 Lagged originality .06 .04 .08* .04 Work engagement -.40* .18 -.44 .22 .31** .08 .16 .09 Mindfulness .07 .21 .24** .08 Pseudo ΔR2 14% 1% 23% 5% *p < .05, **p < .01 STUDY 2 The findings from Study 1 suggested that a proactive, goal-oriented approach regarding one’s own physical and mental energy may help employees in various sectors to be more mindful and to produce ideas that are more creative. In Study 2, we aimed to replicate these findings in a daily diary study among working people in the creative industry, who are evaluated on their daily creative output by their supervisors. In order to achieve a constructive replication study (Köhler & Cortina, 2021), Study 2 thus involves a sample highly relevant for an examination of creative performance, along with the use of a more ‘context-specific’ measure of creative work performance. In addition, we take a critical look by taking into account the potential influence of the work environment on creative performance by controlling for job characteristics that may be of influence in the proactive vitality management – creativity process (Köhler & Cortina, 2021). 5
RkJQdWJsaXNoZXIy MTk4NDMw