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

Feuls, Miriam; Stierand, Marc; Dörfler, Viktor; Bøje, David M.; Haley, Usha C. V.

doi:10.1111/caim.12471

Cited by 10 publications

(3 citation statements)

References 98 publications

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“…Emergence is useful for all multi-level phenomena. Often, it functions more as a description than an explanation as it visualizes patterns, structures and properties situated at the macrolevel [81]. Many scholars consider it provisional and quite inadequate and wait for a better theory to come along that would be able to predict, deduce and reduce emergent phenomena to micro-level processes [82].…”

Section: The Construct Of Emergencementioning

confidence: 99%

Qualitative Studies in Management Research: An Emerging Epistemology of Meta-Analysis

Fendt¹

2023

Curr Res Psychol Behav Sc

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We discuss qualitative inductive studies in organizational and management research, particularly case studies, action research inquiries and research based on the grounded theory method. We posit that such qualitative inquiries are insufficiently capitalized upon and that, if aggregated through meta-studies, could yield insight on emergent properties and permit the development of higher-order knowledge, and theory. We contribute in four ways: Firstly, we introduce the construct of emergence and evidence its properties to generate meta-knowledge. Secondly, we propose a pragmatic approach to conducting meta-analyses of qualitative studies and contextualize it in terms of a concrete application. Thirdly, we identify major methodological issues that occur in the review of qualitative studies in management and organizational research-especially when aggregating different types of evidence and in terms of methodological robustness. Fourthly, we conclude by proposing some pragmatic remedying ideas.

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Section: The Construct Of Emergencementioning

confidence: 99%

Qualitative Studies in Management Research: An Emerging Epistemology of Meta-Analysis

Fendt¹

2023

Curr Res Psychol Behav Sc

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“…Creative thinking improves to work environment and teamwork; creative people and leaders are giving the tone in obtaining creative results (Puccio, Mance & Murdock, 2010). Many specialists in the field found that creative leadership study ease employees' creativity, by developing a creative vision and integrating the diversity of creative contributions (Feuld, Stierand, Dorfler, Boje, Haley, 2021). From a leadership perspective, creative thinking skills are beneficial for a numerous business problems.…”

Section: Creative Thinking In Organizationsmentioning

confidence: 99%

Leadership And Creativity – A Vital Skill For Individual And Organizational Performance

Constantin

Florea

2023

Research and Education

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Changes from all around the world in any activity are supposed to accept changes and respond being ready for them, by developing specific skills, knowledge, abilities, attitudes, and experience. Based on bringing new ideas and creativity, human capital could obtain long-run leadership performance, becoming leaders for others and motivating them to do the same. Leadership and creativity could be the essential variables to overcome intellectual competition keep close the valuable customers, be a model to follow for other members of the organization and obtain individual and organizational performance. To get performance, the organization needs performance employees; thus, to have creative organizations, must have visionary leaders. This article will analyze educational creativity, the necessary environment to have innovative leaders, creative work, creative thinking, and the importance of visionary leaders in obtaining performance. This article is an examination of leadership and creativity in organizations. Its aim is to reflect on creative leadership and its contribution to stimulating performance. Despite the importance to researchers and organizations of how creativity contributes to efficient leadership and how leadership contributes to group organizational and educational creativity, our understanding regarding this interrelationship remains limited mainly. An analysis of the literature based on both theoretical information and empirical evidence shows that studies exploring the intersection between performance and creative leadership in organizations are disagreeing in terms of how they conceptualize this relationship. Therefore, the essential goal of this article is to understand how leaders in distinctive settings can promote creativity among their followers and stimulate organizational performance. The analysis of the subject literature was used to achieve the aim of the article and verify the hypotheses. The review of the results of the empirical research of different authors has confirmed the research hypotheses that a leader has the role of learning how to stimulate the creativity of employees and rewarding their innovative behavior. The article contains three related studies of distinctive researchers. Study I is a quantitative study focused on the effect of creativity on the work environment. Study II and Study III are correlational studies. Study II examines two behaviors: personality traits and creativity in different work fields. Study III looks at the relationship between individual or group creativity and innovation at work.

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“…As a result of the standardized formal education in the Western world, and the accepted cultural canons in the corporate world, sensing might be perceived as unprofessional and unscientific, making it difficult for managers to admit reliance on it (Sadler-Smith and Shefy, 2004). If they choose to openly tap into sensing at work, without fear of being embarrassed, bringing into alignment social desirability of creative insights and acceptance of sensing, this can lead to increased creativity (Feuls et al, 2021). In working with analytically educated learners, we have brought up various examples from management literature illustrating the value of incorporating sensory-based learning into managerial decision-making, especially under the conditions of uncertainty.…”

Section: What Hinders Openness To Sensory-based Learning?mentioning

confidence: 99%

Sensing: The elephant in the room of management learning

Bas

Sinclair

Dörfler

2022

Management Learning

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This conceptual paper examines reasons why analytically educated learners may be reluctant to engage in sensory-based learning. Sensing is indispensable for constructing knowledge and should be employed on par with the intellect, particularly in today’s complex and uncertain context. Yet, we have observed learners’ reluctance to engage with sensing and attempted to understand the reasons for it. Our theoretical contribution illuminates the underlying causes of this phenomenon, thus furthering the study of sensing in the fields of individual learning and management learning. Our practical contribution prompts researchers, learners, educators, and managers to think more systematically about ways to overcome this reluctance and openly bring sensing into management learning practice on par with intellectual processing. With the help of phenomenal theorizing, the presented exploratory study identifies the following common barriers to sensory-based learning for analytically educated learners: corporate social norms against sensory-based evidence, discomfort of learning outside of one’s comfort zone, inadequate vocabulary for sensory experiences, lack of sensory awareness, preference for sequential reasoning, mistrust in sensory-based evidence, dismissive attitude, and denying (or not admitting to) the use of sensing.

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

Cited by 10 publications

References 98 publications

Qualitative Studies in Management Research: An Emerging Epistemology of Meta-Analysis

Qualitative Studies in Management Research: An Emerging Epistemology of Meta-Analysis

Leadership And Creativity – A Vital Skill For Individual And Organizational Performance

Sensing: The elephant in the room of management learning

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