Table Of ContentHANDBOOK OF RESEARCH ON LEADERSHIP AND
CREATIVITY
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Handbook of Research on
Leadership and Creativity
Edited by
Michael D. Mumford
Professor, University of Oklahoma, USA
Sven Hemlin
Professor Emeritus, University of Gothenburg, Sweden
Cheltenham, UK • Northampton, MA, USA
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© Michael D. Mumford and Sven Hemlin 2017
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or
transmitted in any form or by any means, electronic, mechanical or photocopying, recording, or
otherwise without the prior permission of the publisher.
Published by
Edward Elgar Publishing Limited
The Lypiatts
15 Lansdown Road
Cheltenham
Glos GL50 2JA
UK
Edward Elgar Publishing, Inc.
William Pratt House
9 Dewey Court
Northampton
Massachusetts 01060
USA
A catalogue record for this book
is available from the British Library
Library of Congress Control Number: 2017931758
This book is available electronically in the
Business subject collection
DOI 10.4337/9781784715465
ISBN 978 1 78471 545 8 (cased)
ISBN 978 1 78471 546 5 (eBook)
Typeset by Servis Filmsetting Ltd, Stockport, Cheshire
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Contents
List of figures vii
List of tables viii
Editors and contributors ix
1 Leading for creativity: Functions, models, and domains 1
Michael D. Mumford, Sven Hemlin, and Tyler J. Mulhearn
PART I FUNCTIONS
2 Leader planning skills and creative performance: Integration of past,
present, and future 17
Michael D. Mumford, Logan M. Steele, Tyler J. Mulhearn, Tristan McIntosh,
and Logan L. Watts
3 Creativity, complexity, and organizational learning: Implications for
leadership and governance 40
Robert K. Kazanjian
4 How can we advise Achilles? A rehabilitation of the concept of the champion
for leadership 59
Steven E. Markham and Janice Witt Smith
5 Leader idea evaluation and follower creativity: Challenges, constraints, and
capabilities 82
Logan L. Watts, Tyler J. Mulhearn, E. Michelle Todd, and
Michael D. Mumford
6 Intrinsic motivation and creativity: Opening up a black box 100
Logan M. Steele, Tristan McIntosh, and Cory Higgs
7 Leadership’s role in creative climate creation 131
Scott G. Isaksen
8 Leading for creativity: How leaders manage creative teams 159
Roni Reiter-Palmon and Ryan P. Royston
9 The social footprint of champions and promoters as creative leaders in
innovating and executing 185
Jan Kratzer and Ingo Michelfelder
PART II MODELS
10 Leader structure and consideration for innovation 205
Gina Scott Ligon and Douglas C. Derrick
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vi Handbook of research on leadership and creativity
11 Do leaders matter in the long run? A longitudinal study of the
importance of LMX and LMX balance for followers’ creative performance
in research groups 228
Cajsa Lisa Katniss Olsson
12 Transformational leadership and follower creativity: A review of
underlying mechanisms and boundary conditions 249
Kathrin Rosing
13 Relational leadership and creativity: The effects of respectful engagement
and caring on meaningfulness and creative work involvement 273
John Paul Stephens and Abraham Carmeli
14 Collective leadership as a facilitator of innovation 297
Tamara L. Friedrich and Mingdong (Pauline) Zhong
15 All roads lead to Rome: Navigating the creative process using the CIP model
of leadership 316
Jeffrey B. Lovelace, Brett H. Neely, Bradley S. Jayne, and Samuel T. Hunter
16 Creativity in organizations: The intersectionality of roles, levels of
analysis, and types of creativity 340
Kimberly S. Jaussi
PART III DOMAINS
17 Creative leadership among executives and managers 359
Gerard J. Puccio, Marie Mance, and Selcuk Acar
18 Leadership and creativity in business 384
Daan van Knippenberg
19 Leadership and creativity in military contexts 401
Shane Connelly and Stephen J. Zaccaro
20 Academic leadership: Embracing uncertainty and diversity by building
communication and trust 419
Li Bennich-Björkman
21 Creative leadership in the marketing arena 435
Jeffrey B. Schmidt and Logan L. Watts
22 Aesthetic leadership in the arts 445
Arja Ropo, Donatella De Paoli, and Ralph Bathurst
23 Creativity-stimulating leadership in R&D groups 458
Sven Hemlin and Cajsa Lisa Katniss Olsson
Index 477
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Figures
2.1 Planning process model 23
4.1 Champion article count vs change management article count by decade 62
4.2 Job analysis of three management role types associated with champions 71
4.3 A life-cycle staging model of the championship process 73
7.1 A climate-centric model for organizational creativity 133
9.1 Champions and promoters’ impact on creative performance 194
9.2 Schematic display of strong and weak tie combinations 195
10.1 Model for behaviors, areas for attention, and multi-level consideration 209
11.1 Illustration of the association between LMX balance and past creative
performance/year for doctoral students and non-doctoral students 241
13.1 Linking respectful and caring leadership to individual meaningfulness,
thriving, and creative work involvement 275
14.1 Summary of collective leadership framework 300
14.2 Three key collective leadership behaviors 301
15.1 The multiple stages of the creative process model 319
16.1 Roles for creativity in organizations 347
17.1 Style preferences across organizational levels 364
17.2 Comparison of low- and high-level positions for ideator preference
across public and private sectors 365
17.3 Comparison of low- and high-level positions for implementer preference
across public and private sectors 365
17.4 Problems leaders face 367
17.5 Interdependence among creativity, innovation, and leadership 377
21.1 A model of cross-functional cooperation 440
22.1 Leading by gaze: Monster, Tea Party, Family, and Elitist 451
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Tables
8.1 Summary of propositions on how leaders manage team processes to
facilitate creativity 175
10.1 Table of structure and consideration behaviors in the multi-level
framework 221
11.1 Intraclass correlation coefficients (ICC) of study variables 236
11.2 Means, standard deviations, coefficient alpha reliabilities, and
intercorrelations 237
11.3 Hierarchical linear multiple regressions of effects of leader-rated and
follower-rated LMX on past creative performance and on future creative
performance 238
11.4 Means and standard deviations for followers’ past and future creative
performance for different types of LMX balance relationships and
followers’ academic positions 240
15.1 Proposed differences for charismatic, ideological, and pragmatic leaders 324
17.1 Skills deemed to be essential for leadership among executives and
managers 361
17.2 Creative problem solving: Steps and skills 372
23.1 Categories/subcategories of creative-leader-related or CI situations
reported by research group members 463
23.2 Categories/subcategories of creative leader or CI behaviors reported by
research group members 465
23.3 Categories/subcategories of the ascribed meanings of research group
members’ reported CIs 467
23A.1 Extract from coding matrix of university (U) and industry (I) research
group member perceptions of critical incidents of creativity by their
group leaders 474
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Editors and contributors
Editors
Sven Hemlin holds a PhD and is Emeritus Professor of Psychology and Social Psychology.
He is currently at Gothenburg Research Institute (GRI), School of Business, Economics
and Law, and the Department of Psychology, Gothenburg University, Sweden. He has been
a Visiting Research Fellow at the Science, Technology Research Unit (SPRU), University
of Sussex, UK and a Visiting Professor at Copenhagen Business School, Denmark and
the University of Tampere, Finland. He has published books and in journals such as
Creativity and Innovation Management, International Journal of Innovation Management,
The Leadership Quarterly, European Management Journal, Science, Technology, & Human
Values and Scientometrics. He conducts research in organizational psychology, leader-
ship, creativity and innovation in R&D, judgment and decision-making.
Michael D. Mumford is the George Lynn Cross Distinguished Research Professor
of Psychology at the University of Oklahoma, USA where he directs the Center for
Applied Social Research. He received his doctoral degree from the University of Georgia
in 1983 in the fields of Industrial and Organizational Psychology and Psychometrics.
Dr. Mumford is a fellow of the American Psychological Association (Divisions 3, 5,
10, 14), the Society for Industrial and Organizational Psychology and the American
Psychological Society. He has written more than 350 peer-reviewed articles on leader-
ship, creativity, planning and ethics. Dr. Mumford has served as Senior Editor of The
Leadership Quarterly and sits on the editorial boards of Creativity Research Journal,
The Journal of Creative Behavior, The International Journal of Creativity & Problem
Solving and IEEE Transactions on Engineering Management, among others. Dr.
Mumford has served as Principal Investigator on grants totaling more than $30 million
from the National Science Foundation, the National Institutes of Health, the National
Aeronautics and Space Administration, the Department of Defense, the Department
of State and the Department of Labor. He is a recipient of the Society for Industrial
and Organizational Psychology’s M. Scott Myers Award for Applied Research in the
Workplace.
Contributors
Selcuk Acar is Assistant Professor and the Coordinator of Leadership Minor program at
the International Center for Studies in Creativity, SUNY Buffalo State, USA. He earned
his PhD in Educational Psychology from the University of Georgia. He was awarded an
Honorary Lifetime Membership of the American Creativity Association (ACA). He is
also a recipient of Doctoral Level Completed Research Award and Dissertation Award,
both granted by the National Association for Gifted Children (NAGC) in the USA. His
research centers on divergent thinking, development of innovative methods of creativity
assessment and applied creativity, with an emphasis on enhancement of creativity and
creative leadership.
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