In recent years, workplace curiosity has been called essential, transformational, and the most valuable characteristic that leaders can have. Research has shown that curiosity can facilitate psychological safety, problem solving, and innovation. Another study found that curious employees — who enjoy looking for new solutions to complex problems, are eager to learn, and seek information and develop new strategies — are more likely to be seen by leaders as competent, creative, and high-performing. Not surprisingly, organizations have been urged to cultivate and encourage employee curiosity.
Research: When — and Why — Employee Curiosity Annoys Managers
Researchers conducted a series of studies to understand when curiosity may lead to different reactions in the workplace. They found that curious employees were often seen by their leaders as insubordinate and, in turn, less likable. However, curious employees who were politically skilled were not seen this way. They distinguished between constructive curiosity, which involved seeking information, knowledge, or learning by asking many provocative questions that don’t have easy answers, and unconstructive curiosity, which involved seeking information, knowledge, or learning by asking too many questions and questions with easy answers. Their findings have implications for both managers, who should ensure they’re not dismissing employees expressing constructive curiosity, and employees, who should ensure they’re not engaging in unconstructive curiosity.