Partnerships in Leading for Innovation: A Dyadic Model of Collective Leadership

Hunter, Samuel T.; Cushenbery, Lily; Fairchild, Joshua; Boatman, Jazmine Espejo

doi:10.1111/j.1754-9434.2012.01474.x

Cited by 23 publications

(29 citation statements)

References 21 publications

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“…Rather, dual leadership may be more instrumental for the success of the organization. Although the importance of dual leadership has been acknowledged when leading for innovation (Hunter, Cushenbery, Fairchild, & Boatman, 2012), it may also be relevant in other situations. For example, if an organization is unable to find a well-qualified Power Player, then it may be an equally good alternative to hire a Conscientious, Backend Leader and a Creative Communicator.…”

Section: Discussionmentioning

confidence: 99%

Personality profiles of effective leadership performance in assessment centers

Parr¹,

Lanza

Bernthal

2016

Human Performance

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Most research examining the relationship between effective leadership and personality has focused on individual personality traits. However, profiles of personality traits more fully describe individuals, and these profiles may be important as they relate to leadership. This study used latent class analysis to examine how personality traits combine and interact to form subpopulations of leaders, and how these subpopulations relate to performance criteria. Using a sample of 2,461 executive-level leaders, six personality profiles were identified: Unpredictable Leaders with Low Diligence (7.3%); Conscientious, Backend Leaders (3.6%); Unpredictable Leaders (8.6%); Creative Communicators (20.8%); Power Players (32.4%); and Protocol Followers (27.1%). One profile performed well on all criteria in an assessment center; remaining profiles exhibited strengths and weaknesses across criteria. Implications and future directions for research are highlighted.

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Section: Discussionmentioning

confidence: 99%

Personality profiles of effective leadership performance in assessment centers

Parr¹,

Lanza

Bernthal

2016

Human Performance

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“…Moreover, Hunter et al (2012) proposed a partnership model of leading for innovation and used as examples supportive of their model a series of innovative leadership dyads such as Steve Jobs and Tim Cook, Robert Oppenheimer and Leslie Groves. In another study of eight performing arts organizations in Canada, highlighted the need for dual executive leadership in creative organizations to balance contradictory forces and make trade-offs between artistic excellent and financial viability.…”

Section: Creative Brokersmentioning

confidence: 99%

“…This conceptualization has emerged from research on creativity in new forms of work (e.g., temporary organizations, brokerage) and in contexts where the traditional leader-follower distinction gives way to a group of expert professionals who collaborate intensively in the context of a creative project. This conceptualization is evident in a stream of studies on creative leadership in filmmaking (e.g., , theatrical (e.g., , and television (e.g., settings; a second stream of social network studies on creative leadership in the form of brokerage in music production (e.g., , industrial design (e.g., , and museum settings (e.g., ; and a nascent stream of research on dual (e.g., Hunter et al, 2012; and shared (e.g., Davis & Eisenhardt, 2011; forms of leadership. Creative leadership in these strands refers to a leader who synthesizes his or her own creative work with the heterogeneous creative contributions of other professionals.…”

Section: Three Conceptualizations Of Creative Leadership In the Organmentioning

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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“…In addition to exploring metrics, the use of qualitative methodologies can also provide us with additional information regarding this phenomenon. Both Cullen and colleagues (2012) and Hunter and colleagues (2012) provide case study examples in their commentaries, with Hunter et al (2012) specifically calling for the use of case illustrations to provide additional depth and understanding to collectivistic leadership. We agree that this type of qualitative information can provide novel perspectives for organizational issues such as collectivistic leadership that have unique qualities and characteristics that may be different from traditional perspectives.…”

Section: Study Of Collectivistic Leadership As a Unique Phenomenonmentioning

confidence: 99%

Putting the “We” in Leadership: Continuing the Dialogue to Advance Our Science and Practice

Shuffler

Salas

Yammarino

et al. 2012

Ind. organ. psychol.

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This article addresses the insightful and diverse commentaries received regarding our focal article examining collectivistic leadership approaches from both a scientific and practical perspective. In our response, we attend to four emergent themes: the interdisciplinary and historic nature of collectivistic approaches to leadership, the need for studying the nature of collectivistic leadership as a unique phenomenon, the benefits and vulnerabilities associated with this leadership perspective, and the importance of understanding from a holistic perspective what influences collectivistic leadership and how to develop it. For each theme, we integrate feedback from the commentaries and provide our perspective in terms of how to continue the dialogue on collectivistic leadership for scientific and practical advancement.We appreciate the numerous insightful responses regarding our focal article (Yammarino, Salas, Serban, Shirreffs, & Shuffler, 2012) examining collectivistic leadership approaches from both a scientific and practical perspective. The commentaries offer a range of well-developed perspectives and rich information that we believe provides additional support to the argument that collectivistic leadership approaches are indeed worthy of attention. Furthermore, we appreciate the attempts to expand the literature base presented in our article as well as the attention brought to specific aspects of the issues addressed. In addition, we would like to thank several of the authors for pointing out aspects of the collectivistic leadership

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Partnerships in Leading for Innovation: A Dyadic Model of Collective Leadership

Cited by 23 publications

References 21 publications

Personality profiles of effective leadership performance in assessment centers

Personality profiles of effective leadership performance in assessment centers

Creative Leadership: A Multi-Context Conceptualization

Putting the “We” in Leadership: Continuing the Dialogue to Advance Our Science and Practice

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