Leading for Creativity

Not too much, not too little: The influence of constraints on creative problem solving.

“…More specifically, we examined the effects of inducing constraints in fundamentals, themes, information, and resources. Although there is reason to suspect that fundamentals, themes, information, and resources reflect constraints commonly encountered in real-world settings (Mumford et al, in press; Mumford, Peterson, & Robledo, 2013; Robledo, Peterson, & Mumford, 2012), it is clear that a number of other potential types of constraints might exist. More centrally, other constraints, constraints not examined in the present study, might exert rather different effects on creative problem solving.…”

“…These e-mails were used to establish the constraints on the marketing program to be developed. Constraints were based on the earlier observations of Mumford and colleagues that identified fundamental, thematic, information, and resource constraints as relevant constraints to the project management field (Mumford et al, in press; Mumford Peterson, & Robledo, 2013; Robledo, Peterson, & Mumford, 2012). Additionally, these constraints were specifically chosen for this effort due to their relevance to the marketing environment.…”

“…In the area of project management, Mumford and colleagues (Mumford, Gibson, Giorgini, & Mecca, in press; Mumford, Peterson, & Robledo, 2013; Robledo, Peterson, & Mumford, 2012) have argued that a number of different constraints might act to influence the nature of peoples’ creative problem solutions. More specifically, they argued that the fundamentals, basic concepts, and technologies applying in a field, act as one set of constraints (Hughes, 1989).…”

Transformational leadership and organizational values: How perceived leadership behavior relates to organizational identification by forming followers' perceptions of organizational values

“…In the past two decades empirical findings have suggested that transformational leadership and transactional contingent reward are associated with specific organizational values, and work together with value orientations to bring about positive organizational outcomes such as, high performance, innovation, commitment, and identification with organizations (Elenkov & Manev, 2005;Jung, Chow, & Wu, 2003;Sarros et al, 2008;Xenikou & Simosi, 2006;Xenikou, 2014Xenikou, , 2017. As leadership may be critical to the success of creative efforts and innovation in organizations (Mumford, Gibson, Giorgini, & Mecca, 2014), recent research showed the importance of transformational leadership in generating organizational innovation (Garcia-Morales, Jimenez-Barrionuevo, Gutierrez-Gutierrez, 2012; Transformational leadership focuses on change and transformations, and has been shown empirically to predict cultures with an emphasis on adaptability, innovation, change, and supportiveness (Block, 2003;Hartnell et al, 2019;Jung, Chow, &Wu, 2003;Sarros et al, 2002). Moreover, followers of transformational leaders are proactively helped to attain goals of high standards and perform beyond expectations (Antonakis, Avolio, & Sivasubramaniam, 2003;Dvir et al, 2002).…”

Leading the people and leading the work: Practical considerations for ethical research.

“…Although limited research exists on leadership and management in the context of scientific research, we know that leaders of research teams must engage in an array of behaviors (Mumford, Gibson, Giorgini, & Mecca, 2014; Mumford, Scott, Gaddis, & Strange, 2002). Specifically, these behaviors range from being more project management-focused (e.g., project planning, coordinating expertise for project work) to being more people-focused (e.g., building relationships, stimulating productive interactions; Howell & Boies, 2004; Mumford & Licuanan, 2004; Mumford, Mulhearn, Watts, Steele, & McIntosh, 2017).…”