Local Safety Versus Global Risk: Models of the Creative Work Environment

Mumford, Michael D.; Fichtel, Mark

doi:10.1007/978-3-030-61311-2_10

Cited by 3 publications

(1 citation statement)

References 24 publications

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“…In fact, Amabile and Kramer (2011a), in a qualitative study of more and less successful creative teams, found that creative teams evidence high levels of psychological capital. Mumford and Fichtel (2021) have argued high levels of psychological capital may in fact be required in creative teams as a way of coping with the high risk of failure associated with most forms of creative work.…”

Section: What Environment Do They Work In?mentioning

confidence: 99%

Leading for Innovation

Mumford

Newbold²,

Fichtel³

et al. 2022

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Creativity, the generation of novel and useful ideas, and innovation, the transformation of these ideas into new products, processes, and services, are both critical for the long-term viability, profitability, and growth of organizations. Moreover, the complex, risky, and uncertain nature of innovative efforts demonstrates the importance of organizational leaders to effectively manage the innovative process. In this element, we discuss the role of leaders in effectively facilitating the creative problem-solving process that gives rise to innovative products, processes, and services. More specifically, we highlight the knowledge, skills, and behaviors needed to effectively lead across three integrated facets of this process-leading the people, leading the work, and leading the firm. This discussion promotes an understanding of how leaders manage those asked to engage in innovative efforts and, moreover, how leaders systematically integrate creative ideas within the organization to ensure the development and success of innovative products, processes, or services.

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Section: What Environment Do They Work In?mentioning

confidence: 99%

Leading for Innovation

Mumford

Newbold²,

Fichtel³

et al. 2022

Self Cite

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Social Innovation: Creativity in the Transformation of Day-to-Day Life

Mumford,

Newbold

2024

Transformational Creativity

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Leader Thinking, Follower Thinking: Leader Impacts on Follower Creative Performance

Mumford

Fichtel

England

et al. 2023

Annu. Rev. Organ. Psychol. Organ. Behav.

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Innovation, and the creative thinking that provides the basis for innovation, is of great value for organizations. In this article we describe what is needed for people to think creatively, noting that creative thinking is a complex, albeit voluntary, activity involving performance on certain types of problems. The ways leaders influence peoples’ willingness to engage in, and ability to solve, creative problems are then described. Leaders of creative efforts must not only motivate creative work but also actively contribute to creative problem-solving both by engaging followers in creative problem-solving and by establishing the conditions that allow creative problem-solving at the individual, team, and firm levels. The implications of these observations for leader assessment and leader development are discussed. Expected final online publication date for the Annual Review of Organizational Psychology and Organizational Behavior, Volume 10 is January 2023. Please see http://www.annualreviews.org/page/journal/pubdates for revised estimates.

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Local Safety Versus Global Risk: Models of the Creative Work Environment

Cited by 3 publications

References 24 publications

Leading for Innovation

Leading for Innovation

Social Innovation: Creativity in the Transformation of Day-to-Day Life

Leader Thinking, Follower Thinking: Leader Impacts on Follower Creative Performance

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