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How, when and why leader-team cognitive style incongruence stimulates team creativity

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  • Ye, Long
  • Yang, Songlin
  • Yuan, Ling
  • Yang, Ye

Abstract

Based on the motivated information processing theory, we investigated how leader-team cognitive style configurations affect team creativity. We also examined the mediating role of team information elaboration and the moderating effect of team goal interdependence. We conducted a variance analysis in a simulation experiment (Study 1) and a response surface analysis in a three-wave study (Study 2). The results indicated: (a) team creativity increases as the cognitive styles of the leader and the team become more incongruent; (b) when the cognitive styles are congruent, intuitive team exhibits greater creativity compared to analytical team; (c) team information elaboration mediates the relationship between leader-team cognitive style congruence/incongruence and team creativity; (d) team goal interdependence moderates the indirect effects of leader-team cognitive style (in)congruence on team creativity via team information elaboration. Specifically, cooperative goal interdependence enhances the positive relationship between cognitive style configurations and information elaboration, while competitive goal interdependence weakens it.

Suggested Citation

  • Ye, Long & Yang, Songlin & Yuan, Ling & Yang, Ye, 2026. "How, when and why leader-team cognitive style incongruence stimulates team creativity," Journal of Business Research, Elsevier, vol. 202(C).
    • Handle: RePEc:eee:jbrese:v:202:y:2026:i:c:s0148296325006150
    DOI: 10.1016/j.jbusres.2025.115792
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