Rebel with a cause: When does employee rebelliousness relate to creativity?

Abstract

Although the literature implies that rebelliousness can be a precursor of creative behaviour, this assumption has rarely been tested empirically. In the present study, we hypothesized that trait-level rebelliousness may have an inverted U-shaped relationship with creativity. Additionally, we expected that the effect is pronounced under two conditions, namely when individuals strive for success (i.e., high promotion focus) or when they are not failure-avoidant (i.e., low prevention focus). We conducted a three-wave weekly survey study among a heterogeneous sample of 156 employees. The results suggested that the expected non-linear relation rebelliousness–creativity occurred under high promotion focus, but we did not find a direct link between rebelliousness and creativity. Furthermore, prevention focus did not moderate the non-linear link. Additional analyses revealed that rebelliousness has a linear link with creativity when promotion focus is high and, at the same time, prevention focus is low. Our study reveals that rebelliousness in itself is not sufficient to unlock creativity. Instead, we uncover promotion focus as the condition that amplifies the link between moderate rebelliousness and creativity. Additionally, when employees simultaneously focus on promotion and refrain from prevention, the more rebellious they are, the more creativity they report. Practitioner points: Employee rebelliousness is not necessarily an obstacle for organizations; when displayed by employees who want to achieve positive outcomes, it can be a creative force. When employees are moderately rebellious, this can best be coupled with a high promotion focus, so that the potential for creativity is maximized. When employees are more than moderately rebellious, this can best be coupled with both high promotion focus and low prevention focus, so that the potential for creativity is maximized.