Do Intelligent Leaders Make a Difference? The Effect of a Leader's Emotional Intelligence on Followers' Creativity

Castro, Francisca Dias de; Gomes, Jorge; Sousa, Fernando

doi:10.1111/j.1467-8691.2012.00636.x

Cited by 53 publications

(49 citation statements)

References 51 publications

(96 reference statements)

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“…One key person experienced in virtual global business elaborates on this matter in extract 3. The data highlights the importance of leadership being in the midst of the groups, listening to people and respecting them as experts who can build co-creative interaction (LC 2); this was also underlined in transformational and in complexity leadership (Castro et al, 2012;Plowman et al, 2007). …”

Section: "The Operative Players May Send You An E-mail At 10 In the Ementioning

confidence: 93%

“…Researchers also argue that the relationship between transformational leadership and creativity is not fully understood (Wang and Zhu, 2011). The study by Castro et al (2012) indicates that followers' creativity is associated with transformational leadership and leaders' This article is © Emerald Group Publishing and permission has been granted for this version to appear here (please insert the web address here). Emerald does not grant permission for this article to be further copied/distributed or hosted elsewhere without the express permission from Emerald Group Publishing Limited.…”

Section: Creative-conductive Leadership Orientationsmentioning

confidence: 99%

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Leadership toward creativity in virtual work in a start-up context

Humala

2015

Journal of Workplace Learning

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Abstract:Purpose -This paper aims to better understand how to lead toward creativity in virtual work in a start-up context. Design/methodology/approach -The study investigates: (a) the participants' experiences about the learning challenges in leadership toward creativity in virtual work in a start-up company and the meanings attributed to their experiences (b) the measures they see to meet those challenges. The data has been gathered on a Finnish partnership start-up company through interviews capturing peoples' personal perspectives and experiences. This study employs a qualitative research study approach to better understand leadership toward creativity in virtual work in a start-up. Findings -The results underline the importance of co-creative and assertive coaching leadership in a start-up to foster creativity and create new shared value. Key persons' multiliteracy skills and lobbying are means to manage social and physical distances in virtual work. Practical implications -The study suggests collaborative coaching leadership and assertiveness for start-ups to minimize mistakes in virtual work. Practitioners must unlearn old courses of action to learn to operate in a start-up environment and utilize information and communication technology (ICT) in a smart way. Originality/value -The paper gives empirical evidence in a start-up context about combining leadership and creativity within the virtual work research.

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Section: "The Operative Players May Send You An E-mail At 10 In the Ementioning

confidence: 93%

Section: Creative-conductive Leadership Orientationsmentioning

confidence: 99%

Leadership toward creativity in virtual work in a start-up context

Humala

2015

Journal of Workplace Learning

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“…As stated by Castro et al (2012), followers' creativity is associated with leaders' EI. According to Humala (2014), leaders of a dispersed virtual workforce need EI to understand the role of emotions in revealing social relations between people and in creating a culture of experimentation and passion for unleashing creativity.…”

Section: Emotional Leadershipmentioning

confidence: 96%

“…Transformational leadership has been recognized by Schultz (2010), Kahai, Huang, and Jestice (2012), and Eisenbeiß and Boerner (2013) as creativity-conducive in virtual work environments despite empirical findings that negatively link transformational leadership to follower creativity via follower dependency. A study by Castro, Gomes, and de Sousa (2012) indicates that followers' creativity relates to transformational leadership and leaders' emotional intelligence (e.g., Coleman, Boyatzis, & McKee, 2004). However, some researchers argue that the relationship between transformational leadership and creativity is not entirely understood (Wang & Zhu, 2011).…”

Section: Transformational Leadershipmentioning

confidence: 99%

Typology on Leadership toward Creativity in Virtual Work

Humala

2017

IJIKM

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Aim/Purpose: This study aims to develop a descriptive typology to better identify leadership toward creativity in virtual work in different types of companies. Background: The study empirically explores how leadership toward creativity occurs in virtual work and uses the theoretical lenses of creativity-conducive leadership and heterarchy to generate a typology. Methodology : A multiple qualitative case study design, interpretivist approach, and abductive analysis are applied. Data is collected by interviewing 21 leaders and employees face-to-face in four companies in the ICT sector and one business advisor company. Contribution: The empirical evidence of this study enriches the understanding of leadership toward creativity in virtual work and contributes to the limited empirical knowledge on leadership that stimulates a virtual workforce to achieve creativity. Findings: The four different types of companies in the typology utilize various transitions toward leadership creativity in virtual work. The trend in leadership in the existing virtually networked business environment is toward the “collective mind” company, which is characterized by shared values, meaningful work, collective intelligence, conscious reflection, transparency, coaching, empowering leadership by example, effective multichannel interaction, and assertiveness. The findings empirically support applying a heterarchy perspective to lead a virtual workforce toward creativity and promote leaders who are genuinely interested in people, their development, collaboration, and technology. Recommendations for Practitioners: The typology helps professionals realize the need to develop leadership, communication, interaction, learning, and growth to foster creative interaction and improve productivity and competitiveness. Recommendation for Researchers: This study enables researchers to more rigorously and creatively conceptualize the conditions and relationships in leadership that facilitate creativity in virtual work. Impact on Society : The findings highlight humanistic values for developing leadership. The study strengthens the view that collective creativity in virtual work cannot emerge without virtual and physical interaction in appropriate spaces and caring for each other. Future Research: Future studies may focus on other fields, industries, networks, roles of materialities, and employees in fostering creativity and on theory development. Longitudinal studies are advisable.

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“…Barczak, Lassak, and Mulki (2010) concluded that emotional intelligence has a positive influence on trust, which in turn enhances collaborative culture, which increases team creativity. Castro and Jorge de Sousa (2012) reported that leaders' emotional intelligence was positively associated with employees' creativity, and Rego et al (2007) suggested that leaders' emotional intelligence stimulates creativity in their teams. Even though SI is different from emotional intelligence, there are some overlaps between these two constructs.…”

Section: Creative Performancementioning

confidence: 99%