Proposing a Multiple Pathway Approach to Leading Innovation: Single and Dual Leader Approaches

Hunter, Samuel T.; Allen, Julian B.; Heinen, Rachel; Cushenbery, Lily

doi:10.1016/b978-0-12-813238-8.00012-7

Cited by 4 publications

(2 citation statements)

References 74 publications

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“…Because management research puts a premium on insights into what managers can do to effectuate desirable outcomes, leadership is an obvious factor to consider in this respect. Research identified a range of aspects of leadership that stimulate employee creativity (for reviews, see Hunter, Allen, Heinen, & Cushenbery, 2018; Mainemelis, Kark, & Epitropaki, 2015; van Knippenberg, 2017).…”

Section: Introductionmentioning

confidence: 99%

A cross‐level model of shared leadership, meaning, and individual creativity

Liang

Knippenberg

2020

J Organ Behavior

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Research on leadership and creativity is dominated by the study of leadership from people in formal leadership positions. The very nature of creativity requires selfdirection, however. This points to shared leadership, a process in which members dynamically share the leadership role, as a particularly relevant influence to consider. Drawing on psychological empowerment theory, we develop the shared leadership perspective on individual creativity. We argue that shared leadership has a cross-level influence on individual creativity that is mediated by the experience of meaning of work and moderated by individual differences in power distance value: for individuals lower on power distance, shared leadership has a positive linear relationship with individual creativity; for individuals higher on power distance, shared leadership has a curvilinear relationship with individual creativity that is decreasingly positive. Using a sample of 623 members from 95 teams in 34 Chinese organizations, we find support for this multilevel model. Findings offer theoretical implications for shared leadership and creativity research and provide managerial implications.

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Section: Introductionmentioning

confidence: 99%

A cross‐level model of shared leadership, meaning, and individual creativity

Liang

Knippenberg

2020

J Organ Behavior

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“…Pearce and Sims (2002) distinguished two origins of leadership behavior: vertical leadership, which stems from an appointed leader who exercises leadership and control over a group of subordinates and shared leadership, which denotes distributed leadership behavior from within the team, in this case, from the participants in the OI process. According to Hunter et al. (2018), organizations might deliberately choose a shared leadership approach to innovation to effectively manage the many varying responsibilities that arise during the dissemination of innovation.…”

Section: Theory and Hypotheses Developmentmentioning

confidence: 99%

Leading innovation in an inter-organizational team together: the moderating role of shared leadership behavior in the transitioning between different phases of the open innovation process

Edelbroek

Peters

Blomme

2023

EJMS

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PurposeThis study aims to contribute to the open innovation (OI) literature by investigating the transitions between three phases in the OI process (i.e. idea generation, idea promotion and idea realization) and how these are moderated by different forms of shared leadership (i.e. transactional, and transformational) as perceived by participants in the OI process.Design/methodology/approachThe authors tested a set of hypotheses using moderated mediation PLS-SEM models on a bootstrapped sample of OI participants (N = 173).FindingsThe authors found a direct relationship between idea generation and realization, as well as indirectly through idea promotion. This study implies that the promotion of ideas by participants can be beneficial in inter-organizational OI teams, as promotion of ideas provides a linkage between the generation of ideas and the idea realization phase. However, while shared leadership has been shown to be beneficial in conventional teams, the authors found evidence that this may not be the case in inter-organizational OI teams. Higher levels of shared transformational leadership from colleagues with whom employees do not share the same organizational background may hamper the promotion of ideas.Originality/valueIn contrast to the mainstream view, the authors found significant evidence that transformational shared leadership negatively moderates the direct relationship between idea generation and the promotion of ideas and the indirect relationship between idea generation and realization via idea promotion.

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