Leading creative people: Orchestrating expertise and relationships

Leading creative people: Orchestrating expertise and relationships Global competition, new production techniques, and rapid technological change have placed a premium on creativity and innovation. Although many variables influence creativity and innovation in organizational settings, there is reason to suspect that leaders and their behavior represent a particularly powerful influence. In the present article, we review the available literature examining leadership behaviors contributing to creativity and innovation in organizational settings. Based on the findings obtained in these studies, we argue that the leadership of creative people requires expertise. Moreover, the successful leader must employ a number of direct and indirect influence tactics—tactics consistent with the needs of creative people working in an organizational environment. The implications of these observations for theory and practice are discussed. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png The Leadership Quarterly Elsevier

Leading creative people: Orchestrating expertise and relationships

Loading next page...
 
/lp/elsevier/leading-creative-people-orchestrating-expertise-and-relationships-QUPTiiSEBK
Publisher
Elsevier
Copyright
Copyright © 2002 Elsevier Science Inc.
ISSN
1048-9843
DOI
10.1016/S1048-9843(02)00158-3
Publisher site
See Article on Publisher Site

Abstract

Global competition, new production techniques, and rapid technological change have placed a premium on creativity and innovation. Although many variables influence creativity and innovation in organizational settings, there is reason to suspect that leaders and their behavior represent a particularly powerful influence. In the present article, we review the available literature examining leadership behaviors contributing to creativity and innovation in organizational settings. Based on the findings obtained in these studies, we argue that the leadership of creative people requires expertise. Moreover, the successful leader must employ a number of direct and indirect influence tactics—tactics consistent with the needs of creative people working in an organizational environment. The implications of these observations for theory and practice are discussed.

Journal

The Leadership QuarterlyElsevier

Published: Dec 1, 2002

References

You’re reading a free preview. Subscribe to read the entire article.


DeepDyve is your
personal research library

It’s your single place to instantly
discover and read the research
that matters to you.

Enjoy affordable access to
over 18 million articles from more than
15,000 peer-reviewed journals.

All for just $49/month

Explore the DeepDyve Library

Search

Query the DeepDyve database, plus search all of PubMed and Google Scholar seamlessly

Organize

Save any article or search result from DeepDyve, PubMed, and Google Scholar... all in one place.

Access

Get unlimited, online access to over 18 million full-text articles from more than 15,000 scientific journals.

Your journals are on DeepDyve

Read from thousands of the leading scholarly journals from SpringerNature, Elsevier, Wiley-Blackwell, Oxford University Press and more.

All the latest content is available, no embargo periods.

See the journals in your area

DeepDyve

Freelancer

DeepDyve

Pro

Price

FREE

$49/month
$360/year

Save searches from
Google Scholar,
PubMed

Create folders to
organize your research

Export folders, citations

Read DeepDyve articles

Abstract access only

Unlimited access to over
18 million full-text articles

Print

20 pages / month

PDF Discount

20% off