En 2010, 1 500 chefs d'entreprise ont identifié la créativité des managers comme le facteur le plus important pour les réussites futures des organisations. Cependant, l'engagement des managers dans des actions créatives est en constante concurrence avec des comportements de routine qui impliquent moins de prise de risque, d'incertitude et de possibilité d'échec. La thèse présente trois axes de recherche pour étudier et comprendre la décision des managers de s'engager dans des actions créatives. Le premier se concentre sur la façon dont les managers conçoivent la créativité et l'innovation lorsqu'elles s'appliquent à leur activité. Elle étudie aussi la façon dont les conceptions des managers peuvent influencer leurs propres comportements créatifs et leur évaluation de pratiques managériales et de managers créatifs. Le second axe montre que les actions créatives résultent d'un processus décisionnel qui évalue la pertinence de la créativité dans des situations spécifiques et prend en compte les prédispositions individuelles comme les caractéristiques favorables de l'organisation. Le troisième axe établit comment la complémentarité ou l'inadéquation entre les caractéristiques des managers et de leurs organisations peuvent déclencher des comportements créatifs. Les conclusions de cette recherche réaffirment l'intérêt des approches multivariées et interactionnistes de la créativité dans les organisations. Elle souligne également l'importance de considérer l'évaluation par les managers de la pertinence et de l'efficacité d'actions créatives dans des situations de travail spécifiques. Enfin, la plupart des recherches tendent à concevoir que la créativité émerge de circonstances positives et encourageantes. Au contraire, la présente recherche atteste que les managers sont le plus souvent amené à adopter des comportements créatifs dans des situations de travail qui ne sont pas optimales et satisfaisantes. / In 2010, 1,500 Chief Executive Officers identified managers' creativity as the most crucial factor for future organizational success. However, managers' engagement in creative actions is constantly competing with routine behaviors that imply less risk taking, uncertainty and possibility of failure. This dissertation explores three potential avenues to understand managers' decisions to engage in creative actions. The first one focuses on managers' conceptions of creativity and innovation as antecedents of their own creative behaviors and their evaluation of creative managers and managerial practices. The second avenue examines how creative actions result from a decision-making process that evaluates the relevance of creativity in specific situations and takes into account individual predispositions and organizational characteristics. The third avenue investigates the extent to which a fit or misfit between managers and their organizations can trigger creative behaviors. This research reaffirms the relevance of the multivariate and interactionnist approaches to organizational creativity. It highlights also the importance of considering managers' evaluation of the appropriateness and effectiveness of specific creative actions in specific situations. Finally, most research tends to conceive that managerial creativity emerges from positive and encouraging circumstances. In contrast, the present research highlights that managerial creativity can emerge as a response to situations of misfit and dissatisfaction.

Proactive behaviors are defined as employees’ future-oriented, agentic behaviors that aim to improve workplace conditions. Recent research alludes that employee perceptions of whether they have permission to act proactively may influence their actions. With these ideas in mind, this dissertation introduces the concept of proactivity permission, which is defined as the perception of the extent to which an employee is allowed to perform proactive actions at work. Using a multilevel research design with 501 employees from 112 work groups, I examined the effects of employee and supervisor personality characteristics, relational factors, and contextual factors on proactivity permission. Findings indicate that employee personality characteristics (i.e., psychological entitlement and psychological reactance) positively influence employee proactivity permission beliefs, whereas supervisor personality characteristics (i.e., social dominance orientation and rule-based reasoning) negatively influence proactivity permission judgments of supervisors. The quality of relationships (LMX) between a focal employee and his/her supervisor positively affects both employee proactivity permission and supervisor proactivity permission judgments, while workplace contextual factors (e.g., organizational rule formalization, rule consistency, and normative tightness) are relatively distal to, and play a minor role in, proactivity permission. Additionally, this dissertation finds that employees who believe they have permission to act proactively engage in proactive behaviors to a greater extent, and that supervisors are more supportive toward the proactive behaviors of those employees who they perceive to have greater permission to act proactively. In all, this dissertation offers important contributions to theory and research on employee proactivity and suggests several practical recommendations for managers and organizations who are interested in fostering greater proactivity in the workplace. / Business Administration/Human Resource Management

Counterproductive work behaviors are costly behaviors that individuals employ in retaliation to adverse stimuli in the workplace. This study specifically examined the relationship between perceived gender discrimination and counterproductive behaviors, using the variable of control as the mediator. This study also investigated the relationship between perceived gender discrimination and job turnover intentions as well as organizational commitment. Measures for perceived gender discrimination, control, counterproductive work behaviors, job turnover and organizational commitment were used to survey 97 participants on their workplace experiences and attitudes. It was found that perceived gender discrimination had a significant, positive correlation with counterproductive behaviors, as originally hypothesized. Perceived gender discrimination also had a significant negative correlation with organizational commitment. Control did not significantly correlate with counterproductive work behaviors, meaning it did not function as a mediator between counterproductive work behaviors and perceived gender discrimination, as hypothesized. The intent of this thesis was to examine perceived gender discrimination and control as antecedents of counterproductive behaviors. My findings suggest that perceived gender discrimination is correlated with these negative behaviors, thus promoting the importance of implementing programs to facilitate its reduction.

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This study investigates the relationship between personality traits, job satisfaction, perceived justice, and engagement in counterproductive workplace behaviors (CWBs) among 250 participants. The results reveal significant correlations between personality traits and CWBs, with Agreeableness and Conscientiousness showing negative associations, while Neuroticism exhibits a positive association. Job satisfaction and perceived justice are also negatively correlated with CWBs. Furthermore, hierarchical regression analyses of the proposed model confirm that higher levels of Agreeableness and Conscientiousness are strong predictors of CWBs. The findings highlight the importance of individual characteristics and job-related factors in influencing employee behavior. These findings contribute to understanding workplace behavior and inform efforts to promote positive work environments and organizational success.

Incivility within organizations is a rampant problem with dire consequences,including adverse effects on both job satisfaction and psychological states. This study was conducted to address the gap in the current literature that looks at incivility within organizations. To date, no studies have assessed the impact of bottom-up incivility (i.e., incivility that is directed from subordinates to supervisors) on supervisor targets. Thus, this study investigated the impact of bottom-up forms of incivility of supervisors’ mental and physical states, as well as their levels of job satisfaction. However, due to small sample sizes, the current research was expanded to address the effects of both bottom-up incivility and other forms of incivility (i.e., peer-to-peer and superior-to-subordinate). As a result, the study consisted of two samples: bottom-up targets (N = 19) and targets of all forms of incivility (N = 89). In the bottom-up sample, results showed that instances of bottom-up incivility are a significant predictor of lower levels of job satisfaction. In the sample of targets of all forms of incivility, the results indicated that incivility was a significant predictor of lower levels of mental health. In the sample of targets of all forms of incivility, hierarchical regression analyses also showed that the effects of incivility on physical health were mediated by mental health.