Leader behaviors and the work environment for creativity: Perceived leader support

Amabile, Teresa M.; Schatzel, Elizabeth; Moneta, Giovanni B.; Kramer, Steven J.

doi:10.1016/j.leaqua.2003.12.003

Cited by 1,057 publications

(932 citation statements)

References 31 publications

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“…They suggested that, because the scale that they used was neutral and focused on leader's behavior instead of the psychological consequences associated with it, it is possible that employees perceived close monitoring as an expression of caring and attention to their work and not as micro-managing. This explanation corroborates with Amabile et al's (2004) findings about the positive and negative aspects of leader monitoring behavior. Recently, in a diary study in an IT firm in the Netherlands, found that leaders' temporal reminders were positively associated with employees' experienced task absorption, which was in turn positively related to creativity.…”

Section: Behavioral Perspectivessupporting

confidence: 91%

Creative Leadership: A Multi-Context Conceptualization

Mainemelis¹,

Kark²,

Epitropaki³

2015

The Academy of Management Annals

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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.

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Section: Behavioral Perspectivessupporting

confidence: 91%

Creative Leadership: A Multi-Context Conceptualization

Mainemelis¹,

Kark²,

Epitropaki³

2015

The Academy of Management Annals

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“…This is the first field experiment that tests some of the core theoretical positions put forward in the positive organizational behavior literature with respect to how positive leaders (as defined by their level of psychological capital) can address workplace challenges to enhance followers' performance. With regard to idea originality, while previous research has found leaders may enhance innovation by being champions for it (Howell & Boies, 2004) and providing support (Amabile, Schatzel, Moneta & Kramer, 2004) and autonomy (Krause, 2004) to followers (see Mumford & Licuanan, 2004 or The Leadership Quarterly special issue on Leadership for Innovation), this is the first true field experiment, which accounts for leadership and idea originality with working engineers and hopefully can contribute to the internal and external validity of these previous findings.…”

Section: Impact On Follower Performancementioning

confidence: 74%

Experimentally analyzing the impact of leader positivity on follower positivity and performance

Avey

Avolio²,

Luthans

2011

The Leadership Quarterly

252

185

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“…Second, our results showed that cognition-based trust in leader mediates the inverted U relationship between project supervisor conceptual skill and project members innovative behavior. Existing research emphasized that the positive effect of a supervisor's competence on innovativeness in an organization [49,50]; however, this research found that cognitive-based trust in a project supervisor plays a role in transferring the positive effect of conceptual skill and the mediating effect of cognition-based trust in a project supervisor is changed from positive to negative with increasing project supervisor conceptual skill. This result implies that high level of conceptual skill may leads project members excessive cognition-based trust in their supervisor which make individual depend on others, then they decrease their effort to solved project-related problems.…”

Section: Research Implicationsmentioning

confidence: 72%

How Does Project Supervisor Maintain Sustainability of Project Members? A Study from Leadership Perspective

2018

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Project members' innovative behavior is crucial to their sustainability and successful implementation of the project. This research develops a conceptual model to explore the effect of project supervisor leadership skills on member's innovative behavior. The model is examined by a sample of 437 project members in Taiwan. The results show that project supervisors' emotional healing positively influences members' innovative behavior through affect-based trust in their supervisor and supervisor conceptual skill has an inverted-U impact on members' innovative behavior through cognition-based trust in their supervisor. This paper further discusses implications of these conclusions for additional research on the association between leadership skills and innovative behavior.

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Leader behaviors and the work environment for creativity: Perceived leader support

Cited by 1,057 publications

References 31 publications

Creative Leadership: A Multi-Context Conceptualization

Creative Leadership: A Multi-Context Conceptualization

Experimentally analyzing the impact of leader positivity on follower positivity and performance

How Does Project Supervisor Maintain Sustainability of Project Members? A Study from Leadership Perspective

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