Creative Leadership: A Multi-Context Conceptualization

Abstract

Further information on publisher's website:http://dx.doi.org/10. 1080/19416520.2015.1024502 Publisher's copyright statement:This is an Accepted Manuscript of an article published by Taylor Francis Group in The Academy of Management Annals on 27/02/2015, available online at: http://www.tandfonline.com/10. 1080/19416520.2015.1024502. Additional information: Use policyThe full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-pro t purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details. AbstractVarious streams of organizational research have examined the relationship between creativity and leadership, albeit using slightly different names such as "creative leadership", "leading for creativity and innovation," and "managing creatives." In this article we review this dispersed body of knowledge and synthesize it under a global construct of creative leadership, which refers to leading others towards the attainment of a creative outcome.Under this unifying construct we classify three more narrow conceptualizations that we observe in the literature: facilitating employee creativity; directing the materialization of a leader's creative vision; and integrating heterogeneous creative contributions. After examining the contextual characteristics associated with the three conceptualizations, we suggest that they represent three distinct collaborative contexts of creative leadership. We discuss the theoretical implications of a multi-context framework of creative leadership, + The second and the third author contributed equally.

Leaders' responses to creative deviance: Differential effects on subsequent creative deviance and creative performance

“…Leaders play a pivotal role in either fostering or hindering creativity in the workplace (Mainemelis, Kark, & Epitropaki, 2015;Shalley & Gilson, 2004;Tierney, 2008). In organizations that strive to increase creativity, leaders are responsible for maximizing, sequencing, and timing two distinct and often antithetical processes -variation and selective retention (Staw, 1990).…”

Incidencia de las Prácticas de Gestión del Conocimiento sobre la Creatividad Organizacional

“…Las actividades de control y supervisión de estos proyectos puede tener un impacto significativo sobre la creatividad cuando cuentan con objetivos generales claramente definidos y existe una frecuente retroalimentación entre el grupo de trabajo (Mainemelis et al, 2015;Amabile, 1997). Adicionalmente, las PGC que consisten en la retroalimentación frecuente y constructiva fomentan la creatividad mediante el fortalecimiento de la motivación intrínseca de los empleados, ya que les proporciona estándares para evaluar su propio trabajo, dirige la atención a la tarea en cuestión, fomenta una orientación al aprendizaje y el desarrollo, y facilita la obtención de habilidades y estrategias creativas (Zhou y George, 2001).…”

The Two-Faced Leader: Effects of Leader Emotional Inconsistency on Follower Creative Performance

“…Taken together, my findings provide valuable insights into the role of emotional expressions for creative leadership (i.e., the process of leading others towards the attainment of a creative outcome; Mainemelis, Kark, & Epitropaki, 2015). In particular, this study indicates the need for organisations to consider the fit between emotionally expressive leaders and the predispositions of their followers when attempting to increase their creative performance.…”

“…Second, I provide a first account of the potential usefulness of leader emotional inconsistency between happiness and anger in a cooperative, leaderfollower relationship using the example of follower creative performance as a typical outcome of effective emotional leadership (Mainemelis et al, 2015). Past research on leader emotional inconsistency or similar constructs such as emotional ambivalence solely examined its application in more competitive contexts such as negotiations (Rothman, 2011;Sinaceur et al, 2013).…”

“…A wealth of research has investigated the role of leadership in increasing follower creative performance (see Mainemelis, Kark, & Epitropaki, 2015 for an overview on leadership and creativity research). In the following, I will review empirical evidence pertaining to the effects of various leadership styles on follower creative performance that encompass a wide range of leader behaviours (e.g., transformational leadership) as well as others that limit themselves to more specific leader behaviours (e.g., empowering and authentic leadership, leader-member exchange, and emotional expressions).…”