Leadership of highly creative people in highly creative fields: A historiometric study of scientific leaders

Vessey, William B.; Barrett, J. D.; Mumford, Michael D.; Johnson, Genevieve Marie; Litwiller, Brett

doi:10.1016/j.leaqua.2014.03.001

Cited by 69 publications

(57 citation statements)

References 79 publications

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“…Although the concept of creative leadership can be traced back to the 1950s (e.g., Stark, 1963), in recent years it has received unprecedented degrees of attention both in the academic literature (e.g., Dinh et al, 2014;Vessey et al, 2014) and in the practitioner community (e.g., Nikravan, 2012). There appears to be a growing realization that creative leadership is probably more important today than it has ever been before .…”

Section: Resultsmentioning

confidence: 99%

“…We note in the introduction that in the last twenty years many authors have repeatedly questioned whether the findings of some studies of creative leadership can generalize in contexts or situations that are different from those in which these studies were conducted (e.g., Ford, 1995;George, 2007;Hunter et al, 2011;Mumford & Licuanan, 2004;Vessey et al, 2014).…”

Section: Discussionmentioning

confidence: 99%

“…Because these theories argued that leadership influences employee creativity, subsequent studies in both research strands sought to understand how leaders foster and hinder employee creativity (e.g., . Most studies in these two strands have examined creativity not in the creative industries but in industry environments where creativity is a less fundamental aspect of organizational activity (Vessey et al, 2014).…”

Section: Three Conceptualizations Of Creative Leadership In the Organmentioning

confidence: 99%

“…In her review of the organizational creativity literature, George (2007: 459) suggested that "for jobs that do require creativity, the same supervisory behavior that potentially can encourage creativity in noncreative jobs might actually inhibit creativity." More recently, Hunter et al (2011) and Vessey, Barrett, Mumford, Johnson, and Litwiller (2014) observed that most studies on creative leadership tend to ignore substantial differences between leaders, between followers, and especially between contexts.…”

Section: Introductionmentioning

confidence: 99%

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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: Resultsmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

Section: Three Conceptualizations Of Creative Leadership In the Organmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Creative Leadership: A Multi-Context Conceptualization

Mainemelis¹,

Kark²,

Epitropaki³

2015

The Academy of Management Annals

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“…Although researchers seem to have supported that transformational leadership can enhance creativity (e.g., Gong, Huang, & Farh, ; S. J. Shin & Zhou, ; P. Wang & Zhu, ), several researchers have reported nonsignificant and even negative relationships (e.g., Jaussi & Dionne, ; Q. Miao, Newman, & Lamb, ). That is, empirical research provides equivocal patterns in the relationship (Qu, Janssen, & Shi, ; Vessey, Barrett, Mumford, Johnson, & Litwiller, ). Therefore, the first objective of this paper is to identify whether there is a positive effect of transformational leadership on creativity by conducting a meta‐analysis of the relevant studies.…”

Section: Introductionmentioning

confidence: 99%

Transformational leadership and creativity: A meta‐analytic review and identification of an integrated model

2019

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Summary We conduct a meta‐analytic review that yields important insights about the existing research on transformational leadership and creativity. Additionally, we propose and test an integrated model using meta‐analytic structural equation modeling (MASEM) and full information MASEM (FIMASEM) techniques to better understand the intervening mechanism through which transformational leadership acts on creativity. The results of the meta‐analysis of 127 studies show that most of the bivariate relationships among transformational leadership, employee creativity, and pre‐identified mediators are significant; further, geographic base of studies significantly moderates some of the relationships. The MASEM results indicate that several mediators intervene in the relationship between transformational leadership and creativity. Although the total effect of transformational leadership on creativity is positive, its direct effect is negative when mediators are included. Additionally, there are significant relationships among the mediators that can be theoretically supported, but have not been investigated in prior transformational leadership and creativity studies. On the basis of these findings, we provide conclusions and directions for future studies.

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Examining the behavioral and structural characteristics of team leadership in extreme environments

2018

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Despite the growing interest in extreme teams, there is currently a lack of understanding concerning leadership within such teams, as the literature has predominantly focused on team leadership within the context of traditional organizations. The current study investigates team leadership within the context of teams operating in extreme environments, with a specific focus on teams operating in isolated, confined environments. We seek to identify team leadership functions as well as a subset of structural characteristics associated with team leadership in extreme environments (i.e., formality of leadership, locus of leadership, and leadership distribution). We leverage a historiometric approach to capitalize on real historical examples of extreme teams that are rich with critical information regarding actual team leadership functions occurring in extreme settings. Results suggest that team leadership functions such as team problem solving, supporting social climate, structure and planning, and sensemaking are among the most prevalent. Results also indicated that the degree to which leadership is distributed throughout the team as well as the formality of leadership varies across action and transition phases of the team's task cycle.

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Leadership of highly creative people in highly creative fields: A historiometric study of scientific leaders

Cited by 69 publications

References 79 publications

Creative Leadership: A Multi-Context Conceptualization

Creative Leadership: A Multi-Context Conceptualization

Transformational leadership and creativity: A meta‐analytic review and identification of an integrated model

Examining the behavioral and structural characteristics of team leadership in extreme environments

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