Mechanisms Underlying the Use of Power-Creativity Relationship in the Military: Achievement Motivation and Identification

These two studies tested how supervisors’ use of coercive or reward power influences individuals’ creativity and examined whether subordinates’ need for achievement affects this process. Dyad data were collected from two studies at two time points. The studies indicated that supervisors’ use of coercive or reward power affected subordinates’ identification with supervisor and thereby enhanced subordinate creativity. Interestingly, these results suggest that the functional effects of using coercion are positive if punishments are contingent upon performance. The pattern of the results showed that fear of failure moderated the relationship between supervisors’ use of coercive power and subordinates’ identification with supervisor. Subordinates’ hope for success strengthened the positive effects of supervisors’ use of contingent rewards on subordinates’ identification with supervisor, while these positive effects would be attenuated if supervisors used noncontingent rewards. Theoretical and practical implications of the study findings are discussed.