A leader supports teams and individuals as they turn their creative efforts into innovations (leader as facilitator) and manages the organization's goals and activities aimed at innovation (leader as manager). This review focuses on when and how leadership relates to innovation (i.e., the factors that moderate or mediate the relationship between leadership and innovation). The sample consists of 30 empirical studies in which leadership is treated as the independent variable and innovation as the dependent variable. In addition to reviewing moderating and mediating factors, we identified two factors where the findings are ambiguous. The review proposes three new factors that may mediate or moderate the relationship between leadership and innovation.

The findings suggest that teleworking after hours is not as problematic in terms of work-family conflict as has been reported in previous studies. Furthermore, in order to prevent high levels of work-family conflict, it is seemingly beneficial to avoid work interruptions during nonwork behavior.

This study examines how group leaders in academic and industrial research settings stimulate creativity in group members. The study uses a modified version of the critical incident technique to collect creative incidents as perceived and reported in interviews with research group members. These incidents were content analysed according to the reported creative situation and the creativity-stimulating leadership behaviours. Reasons for the importance of the incidents are given (each incident is subdivided into categories and subcategories). The highest ranked categories deal with how leaders provide expertise in research meetings and in supervisory situations, in particular for the advancement of research. Four types of creativitystimulating leadership behaviours are also discussed. The study finds few differences between how leaders in universities and industries stimulate creativity.

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