THE ROLE OF ORGANIZATIONAL PSYCHOLOGICAL CLIMATE IN FOSTERING MANAGERIAL CREATIVITY: PRACTICAL IMPLICATIONS AND MANAGEMENT STRATEGIES

Abstract

The purpose of this study was to investigate the relationship between organizational psychological climate components and managerial creativity indicators, and to develop evidence-based management strategies for optimizing this relationship in the context of prolonged war crisis. Cross-sectional correlational-comparative study with qualitative analysis elements (N = 142 middle and senior managers from Ukrainian organisations). Validated psychodiagnostic instruments were used: KEYS, Psychological Safety Scale (Edmondson, 1999), Creative Behavior Inventory, IMI, CFI (Dennis & Vander Wal, 2010). Statistical analysis included correlation analysis, hierarchical multiple regression, and mediation analysis (PROCESS macro). Additionally, 16 semi-structured interviews were conducted. A strong positive relationship was established between psychological climate and managerial creativity (r = 0.56-0.61,p < 0.001). The regression model explains 58% of creativity variance, with psychological safety as the strongest predictor (β = 0.31,p < 0.001). Mediation analysis confirmed that 43% of the psychological climate effect on creativity is mediated by intrinsic motivation (ab = 0.26, 95% CI [0.18, 0.35]). Under war crisis conditions, the role of psychological safety is amplified compared to international data. The proposed integrative model demonstrates that the influence of psychological climate on managerial creativity is realised through parallel motivational and cognitive mechanisms. Management strategies should be hierarchical: in crisis conditions, the priority is establishing psychological safety as the foundation for creative activity. The research findings expand understanding of organizational factors of creativity under specific conditions of prolonged social crisis.