Thoughts and Notes on ‘Leadership and Innovation’ from the Readings for class pt. 2
Wu, C., McMullen, J. S., Neubert, M. J., & Yi, X. (2008). The influence of leader regulatory focus on employee creativity. Journal of Business Venturing, 23(5), 587-602.
Promotion focus – looking toward a goal, results in more creativity than
Prevention focus – [like football’s prevent defense; nothing good ever comes of this] less creative
Leader’s regulatory focus creates employee focus.
Better to ask forgiveness than permission – role modeling the behavior for employees will result in greater creativity.
Better safe than sorry – role modeling leads to less creativity.
Basadur, M. (2004). Leading others to think innovatively together: Creative leadership. The Leadership Quarterly, 15(1), 103-121.
Cognitive process model of creativity (Wallas) –
Creative Problem Solving model (Parnes, Noller & Biondi) –
Amabile’s Model –
Osborne-Parnes Circular process -
Basic thinking skills –
Training can improve performance in the CPS process.
Shalley, C. E., & Gilson, L. L. (2004). What leaders need to know: A review of social and contextual factors that can foster or hinder creativity. The Leadership Quarterly, 15(1), 33-53.
“Mumford et al (2002) discussed work as being contextualized in that the success… depends on the capabilities, pressures, resources and sociotechnical system…” Czikszentmihalyi.
Individual creativity –
Creativity relevant skills (Amabile, 1988) –
Job Characteristics –
Resources –
Material resources –
Rewards –
Supervisory Support –
Higher Diversity (Amabile, 1988) = higher creativity
Organizational climate –
Michaelis, B., Stegmaier, R., & Sonntag, K. (2009). Affective commitment to change and innovation implementation behavior: The role of charismatic leadership and employees’ trust in top management. Journal of Change Management, 9(4), 399-417.
Charismatic leadership and trust = increased employee innovation implementation
Charismatic leadership and transformational leadership have only minor differences with a strong convergence among the imperial findings.
Employees worry about positive outcomes rather than negative possibilities.
Higher trust = higher innovation
Read notes from the first set of readings
Promotion focus – looking toward a goal, results in more creativity than
Prevention focus – [like football’s prevent defense; nothing good ever comes of this] less creative
Leader’s regulatory focus creates employee focus.
Better to ask forgiveness than permission – role modeling the behavior for employees will result in greater creativity.
Better safe than sorry – role modeling leads to less creativity.
Basadur, M. (2004). Leading others to think innovatively together: Creative leadership. The Leadership Quarterly, 15(1), 103-121.
Cognitive process model of creativity (Wallas) –
- Preparation
- Incubation
- Illumination
- Verification
Creative Problem Solving model (Parnes, Noller & Biondi) –
- Fact finding
- Problem finding
- Idea finding
- Solution finding
- Acceptance finding
Amabile’s Model –
- Presentation
- Preparation
- Generation
- Validation
- Assessment
Osborne-Parnes Circular process -
- Problem finding
- Problem conceptualization
- Problem solving
- Solution implementation
- Back to problem finding
Basic thinking skills –
- Defer judgment
- Keep an open mind
- Think divergently
Training can improve performance in the CPS process.
Shalley, C. E., & Gilson, L. L. (2004). What leaders need to know: A review of social and contextual factors that can foster or hinder creativity. The Leadership Quarterly, 15(1), 33-53.
“Mumford et al (2002) discussed work as being contextualized in that the success… depends on the capabilities, pressures, resources and sociotechnical system…” Czikszentmihalyi.
Individual creativity –
- Broad interests
- Independent judgment
- Autonomy
- Sense of self as creative
Creativity relevant skills (Amabile, 1988) –
- Think creatively
- Generate alternatives
- Think divergently
- Suspend judgment
Job Characteristics –
- More complex challenging jobs = more creativity [assembly line jobs = less creativity]
- Autonomy
- Role expectations and goals
- Goal setting focuses effort. Amabile and Gryskiewicz (1987) say clear goals = higher creativity
- When individuals know that creativity is important, they will be creative. [living up to expectations]
- Assigned creativity goals enhance creativity. (Shalley) (Carson and Carson)
Resources –
- Creativity takes time, hard work, and strenuous mental energy.
- Time to think (Amabile, Gryskiewicz, 1987) (Katz, Allen, 1988)
- Less time = less creativity
- 3M bootstrapping – 15 percent of work time is unstructured (Martin, 1995)
Material resources –
- Abundance might negatively impact creativity (Czikszentmihalyi, 1997) [Star Wars phenomenon]; need to have access to enough but not too much.
- Access to others –
- free exchange of information (Woodman, 1993)
Rewards –
- Amabile proposes that intrinsic rewards are more important than extrinsic rewards.
- Kerr (1975) says that it is important to reward the behavior that you want.
- Eisenberg and Armeli (1997) say that rewards aren’t bad or good. Those giving the reward need to be sure to reward the behavior that they want, and the way the reward is distributed is important.
Supervisory Support –
- Andrews and Gordon (1970) say negative feedback from supervisors limits creativity.
- Costa and McCrae (1992) say that unsupportive coworkers and close supervision negatively impact creativity.
- Expected evaluations, according to Shalley (1995) = increased creativity
- Managers must influence employees and coworkers to ensure desirability of creativity
- According to Tierney and Farmer (2002), supervisors can build employees’ self-confidence and model creative activities; this will increase employees’ sense of self-efficacy and thus creativity.
Higher Diversity (Amabile, 1988) = higher creativity
Organizational climate –
- Risk taking encouraged
- Uncertainty tolerated
- Lack of bureaucracy
- Constructive conflict
- Justice and fairness
Michaelis, B., Stegmaier, R., & Sonntag, K. (2009). Affective commitment to change and innovation implementation behavior: The role of charismatic leadership and employees’ trust in top management. Journal of Change Management, 9(4), 399-417.
Charismatic leadership and trust = increased employee innovation implementation
Charismatic leadership and transformational leadership have only minor differences with a strong convergence among the imperial findings.
Employees worry about positive outcomes rather than negative possibilities.
Higher trust = higher innovation
Read notes from the first set of readings