Leading for creativity: Functions, models, and domains

Mumford, Michael D.; Hemlin, Sven; Mulhearn, Tyler J.

doi:10.4337/9781784715465.00007

Cited by 5 publications

(6 citation statements)

References 26 publications

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It is known that leadership in events requires the setting of strategies, empowering others, creating visions, communicating goals, and inspiring everyone to work together towards those goals. Although event leaders must execute many of these functions, they may not be observable to followers (Mumford et al, 2017). In this context, Getz and Page (2016) argued that shared leadership, where no one dominates and all decisions are taken democratically, is an effective approach in events, but difficult to implement.

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confidence: 99%

Authentic Leadership, Empowerment, and Positive Outcomes: Hearing the Voices of the Events Industry

Megheirkouni¹

2021

Event Management

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The purpose of this study is to investigate the direct and indirect relationships between authentic leadership and job satisfaction; and those between authentic leadership and organizational commitment, using empowerment as a mediator in the events industry. Quantitative data were obtained from 304 participants from sport, cultural, and personal events in the Middle East. Three hundred and four surveys were completed. The results show that empowerment mediates the relationships between authentic leadership and job satisfaction, as well as between authentic leadership and organizational commitment in the events industry. Theoretical and practical implications of the findings are discussed, together with limitations and ideas for future research.

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confidence: 99%

Authentic Leadership, Empowerment, and Positive Outcomes: Hearing the Voices of the Events Industry

Megheirkouni¹

2021

Event Management

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“…These observations are vital because they indicate that creative leaders not only have to establish ‘network relationships, they also suggest that leaders must interact with these relational networks in a flexible fashion’ (Mumford et al, 2017, p. 6), adapting the collaborative creative practices along the creative process. Hence, a practice lens extends Mainemelis et al's (2015) framework in two ways: First, it foregrounds the interpersonal processes out of the situational nature of creative leadership associated with creative insight and performance (Dinh et al, 2014).…”

Section: Towards a Meta‐analytical Framework Of Creative Leadership P...mentioning

confidence: 99%

Practices of creative leadership: A qualitative meta‐analysis in haute cuisine

et al. 2021

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Creative leadership has been studied in different collaborative contexts that can be summarized as facilitating employees' creativity, directing the realization of the creative vision of a leader and integrating different and diverse creative contributions. In this paper, we present the findings from a qualitative meta-analysis of literaturebased accounts of chefs' creative leadership practices from the context of haute cuisine. We bring together both the leader-chefs' and academic authors' understandings of practices available in scholarly papers to achieve a credible picture of creative leadership practices in haute cuisine. We present our findings as a meta-vignette introducing nine prototypical characters representing patterns of practices that leader-chefs perform as they are fostering creativity. We further demonstrate when and how leader-chefs employ practices that are more typical of facilitating and integrating contexts. The nine characters afford an immediate intuitive understanding of the creative leadership practices in haute cuisine, helping scholars to look for and analyse creative leadership and support creative leaders to understand better and be more mindful of their practices.

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“…Additionally, organisational innovation and learning capabilities are dependent upon the knowledge skill and abilities (KSAs) of both its leaders as well as its employees. Researchers posit that not only the KSAs of the employees are necessary for proposition, development, advocating, and implementation of innovative ideas, but support from the leaders is also imperative (Mumford, Hemlin, & Mulhearn, 2017;Wen, Zhou, & Lu, 2017). This creativity and innovativeness of the organisational internal stakeholder become more critical in high-tech industries (Saeed, Junaid, & Shah, 2017).…”

Section: Introductionmentioning

confidence: 99%

“…Lastly, in their study Elenkov, Judge, and Wright (2005) state that the climates supportive of learning moderated the relationship between strategic leadership styles (transformational, transactional, and visionary) and capability of employees in displaying IWB. Despite consensus among the researchers that LWB influences IWB, the scholars have not delineated the mechanism through which leader's technical abilities affect this relationship, so the second research question was how leader technical competence influences the relationship between LWB and IWB; as Mumford et al (2017) suggest that the effective leadership of learning and innovative efforts in an organisation may, in fact, be the single most complex form of leadership. This study answers this question by proposing a vertical dyadic relationship between LWB and IWB and examining the moderating effects of the leader technical competence in knowledge-intensive organisations, where employees' IWB play an integral role in the organisation's competitiveness and performance.…”

Section: Introductionmentioning

confidence: 99%

“…Furthermore, the theory also proposes creativity and IWB as major organisational outcomes. Mumford et al (2017), by referring to multiple studies (for example Andrews & Farris, 1967;Barnowe, 1975;Keller, 2006;Kim, Min, & Cha, 1999;Pelz & Andrews, 1966;Scott & Bruce, 1998;Tierney, Farmer, & Graen, 1999), draws three main inference. First leaders have a strong influence on their subordinate' IWB.…”

Section: Introductionmentioning

confidence: 99%

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The dynamics of leader technical competence, subordinate learning, and innovative work behaviors in high-tech, knowledge-based industry

Shah

Shahjehan

Afsar

et al. 2020

Economic Research-Ekonomska Istraživanja

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This study tests a conceptual model for understanding the relationship between subordinates' 'learning work behaviour' and 'innovative work behaviour', with the moderating role of their leaders' self-reported as well as subordinates' rated 'leader technical competence'. The study was conducted in the context of a high-tech, knowledge-based telecommunications industry. Based on the evaluation of job description, leaders/managers with responsibilities of not only managing internal and external stakeholders but also capable to lead engineers to resolve any technical issue multiple-source data were collected from the identified leaders and their respective subordinates working with telecommunication operator (n ¼ 179). This study proposed a three-way interaction moderation model between the independent variable (subordinate learning work behaviour) and the moderator variables (that is, the self-assessed leaders' 'technical competence' and subordinates' rated 'leader' technical competence') to predict the subordinates' 'innovative work behaviour'. Our results demonstrate that that subordinate learning work behaviour had the strongest positive relationship with subordinate innovative work behaviour when both the leader self-assessment of technical competence and the subordinates rated leader's technical competence were high. This study fills an important gap in leadership literature by focussing on the technical competence of leaders which has received little attention from leadership research in knowledge-based industries.

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Leading for creativity: Functions, models, and domains

Cited by 5 publications

References 26 publications

Authentic Leadership, Empowerment, and Positive Outcomes: Hearing the Voices of the Events Industry

Authentic Leadership, Empowerment, and Positive Outcomes: Hearing the Voices of the Events Industry

Practices of creative leadership: A qualitative meta‐analysis in haute cuisine

The dynamics of leader technical competence, subordinate learning, and innovative work behaviors in high-tech, knowledge-based industry

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