Creative performance under pressure: an integrative conceptual framework

Creativity is the cornerstone of organizational success in today’s economy. At the same time, employees face considerable work pressure, which might undermine their creativity. This article integrates theoretical perspectives from the stress and creativity literatures to develop a new model that conceptualizes the effects of work pressure on creative performance. Our model proposes a double-mediated process by which pressure triggers challenge and threat appraisals, which, in turn, influence creativity by shaping employees’ cognitive flexibility and/or persistence. Further, we theorize that available resources and employee commitment are important moderators. We illustrate our model with the potential effects of leadership on the association between pressure and creativity. Implications for further empirical and theoretical research are discussed.