We all have different identities, sometimes even within one domain of our lives. For example, a worker could simultaneously be a leader, a follower, a mentor, a production manager, among many other things. Each of these different “identities” informs our decision-making and influences how we operate in our day-to-day lives. In this study, researchers (Wang et al., 2024) explored how the different identities that people hold at work contribute to their creative performance.
THE RESEARCH STUDY
The researchers conducted two studies at mining and construction companies in China over several months. Across both studies, the researchers found that employees who held multiple identities at work had higher levels of cognitive and emotional ambivalence. This refers to simultaneously holding positive and negative attitudes towards an object or situation. The researchers also found that this ambivalence, especially emotional, led to higher levels of creative performance.
The authors explain the people with different identities can look at challenges from different angles or perspectives. This may help them integrate information, generate unique ideas, or provide productive solutions to problems.
PRACTICAL APPLICATIONS
Organizations who want to utilize the results of this research can do the following:
- Provide training that teaches employees how to consider situations from multiple perspectives and combine those perspectives into creative ideas.
- If employees hold multiple roles or identities, provide them with opportunities to engage in additional creative projects.
- Create an inclusive environment that welcomes and celebrates the different identities and perspectives that employees bring to work.
Wang, Y., Lau, D. C., & Kim, Y. (2024). Are multiple-identity holders more creative? The roles of ambivalence and mindfulness. Journal of Business and Psychology. Advance online publication.
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