Leadership in research and development organizations: A literature review and conceptual framework

Elkins, Teri J.; Keller, Robert T.

doi:10.1016/s1048-9843(03)00053-5

Cited by 392 publications

(347 citation statements)

References 55 publications

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“…Creative leaders in the Facilitating context also need to connect the team with various external sources of information and to successfully champion a new idea in the work context Rickards & Moger, 2000). For example, Elkins and Keller (2003) observed that in order to increase the chances of project success in R&D organizations, project leaders must use their networking, political, and persuasion skills in order to secure the support of top management and other divisions inside the organization, and also manage effectively external relationships with clients, suppliers, governments, trade associations, and even competitors. Although these processes are unlikely to be viewed as creative themselves, they play a catalytic role in fostering creativity in project teams.…”

Section: Ethical Leader Behaviorsmentioning

confidence: 99%

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: Ethical Leader Behaviorsmentioning

confidence: 99%

Creative Leadership: A Multi-Context Conceptualization

Mainemelis¹,

Kark²,

Epitropaki³

2015

The Academy of Management Annals

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“…In general, it is suggested that a leader is an important factor that has a powerful source of influencing employees in the dynamic nature of competitive environments (Elkins & Keller, 2003;Yukl, 2002). Meanwhile, the transformational leaders are able to provide vision, motivate employees, and help to instill an organizational culture which encourages creativity, risk taking, and nurtures the innovation (Scott & Bruce, 1994).…”

Section: Transformational Leadership On Innovationmentioning

confidence: 99%

he Influence of Transformational Leadership Style on Innovation Mediated by Organizational Culture

Muchtar¹,

Qamariah

2014

jmr

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PT. Bakrie Telecom, Tbk is the only private company in the telecommunication industry as the main competitor of PT. Telekomunikasi Indonesia, Tbk which sees innovation as having a vital role to boost performance and competitiveness. Meanwhile, the leadership style is highlighted as one of the most important influences on organizational innovation, as well as organizational culture that is essentially used as a variable in creating and implementing organizational innovation. Therefore, this study aims to analyze the extent to which innovation has been applied to PT. Bakrie Telecom, Tbk and the effect of transformational leadership and the organizational culture to innovation. The data has been collected by using questionnaires with the samples of 83 employees who work in the Marketing Department at PT Bakrie Telecom, Tbk (Northern Region of Sumatera). Then, the data were analyzed using the Path Analysis model, Sobel Test and Bootstrapping. The results show that transformational leadership contributed 43.3% in explaining the organizational culture, while the transformational leadership insignificantly affected the innovation. Moreover, the transformational leadership had a direct effect to the organizational culture. Finally this study reconfirms that organizational culture mediates the relationship between transformational leadership and innovation.

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“…Transformational leaders build a constructive work climate and suggest new ways to look at work processes (Elkins & Keller, 2003;Vera & Crossan, 2004), and their leadership style has been found to be positively related to follower creativity (Sbin & Zbou, 2003), another important aspect of employability.…”

Section: Learning Value Of the Jnh And Kmployahilitymentioning

confidence: 99%

Toward a Mediation Model of Employability Enhancement: A Study of Employee‐Supervisor Pairs in the Building Sector

Heijden

Bakker

2011

The Career Development Quart

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This study examines whether jobs that enable competence development and a constructive leadership st)'le enhance workers' empioyabiiity or career potential through their assumed positive relationship with work-related flow (absorption, work enjoyment, and intrinsic work motivation). The authors conducted an explorative study with 303 pairs of employees and their direct supervisors working in a Dutch building company. Results indicate that self-ratings of learning value of the current job and transformational leadership have an indirect relationship with supervisor ratings of empioyabiiity through work-related flow.Being an expert and maintaining one's experdse are by no means easy tasks. However, the potendal of a working organizadon to perform optimally in global markets depends on employees' capability to develop, culdvate, and maintain ñjndamental qualifications. Nowadays, job qualificadons are changing condnuously. Moreover, the dme has passed when careers consisted of upward moves within a framework of long-term employment reladons (Arthur, 2008;Sullivan, 1999). Empioyabiiity (or career potendal) management consists of a new mutual psychological contract (Coyle-Shapiro & Neuman, 2004;Rousseau, 2001) and is a joint responsibility of employers and employees. In the present study, we propose an empioyabiiity enhancement model to examine how learning value of the current job and a transformadonal leadership style are related to empioyabiiity. We argue that these predictors have an indirect relationship with empioyabiiity through work-related flow and build upon the "happy-producdve worker thesis" (see Cropanzano & Wright, 2001, for a thorough review) and the "broaden-and-build theory of posidve emodons" (Fredrickson, 2001).Although several studies have reported relationships between career or managerial practices and positive work outcomes, tests of mediating Beatrice I. J. M. van

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Leadership in research and development organizations: A literature review and conceptual framework

Cited by 392 publications

References 55 publications

Creative Leadership: A Multi-Context Conceptualization

Creative Leadership: A Multi-Context Conceptualization

he Influence of Transformational Leadership Style on Innovation Mediated by Organizational Culture

Toward a Mediation Model of Employability Enhancement: A Study of Employee‐Supervisor Pairs in the Building Sector

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