Handbook of Research on Leadership and Creativity 2017
DOI: 10.4337/9781784715465.00007
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Leading for creativity: Functions, models, and domains

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Cited by 5 publications
(6 citation statements)
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References 26 publications
(29 reference statements)
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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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mentioning
confidence: 99%
“…
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.
…”
mentioning
confidence: 99%
“…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%
“…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%
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