What leaders need to know: A review of social and contextual factors that can foster or hinder creativity

What leaders need to know: A review of social and contextual factors that can foster or hinder... This article provides a current review of research examining contextual factors that can either foster or hinder employee creativity at the individual, job, group, and organizational level. Specifically, we examine the role of leadership and the use of different human resource practices for developing a work context that is supportive of creativity. Finally, based on our review, we discuss practical implications for managers, propose areas that need further research attention, and highlight possible new directions for future research. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png The Leadership Quarterly Elsevier

What leaders need to know: A review of social and contextual factors that can foster or hinder creativity

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Publisher
Elsevier
Copyright
Copyright © 2004 Elsevier Inc.
ISSN
1048-9843
DOI
10.1016/j.leaqua.2003.12.004
Publisher site
See Article on Publisher Site

Abstract

This article provides a current review of research examining contextual factors that can either foster or hinder employee creativity at the individual, job, group, and organizational level. Specifically, we examine the role of leadership and the use of different human resource practices for developing a work context that is supportive of creativity. Finally, based on our review, we discuss practical implications for managers, propose areas that need further research attention, and highlight possible new directions for future research.

Journal

The Leadership QuarterlyElsevier

Published: Feb 1, 2004

References

  • The team climate inventory (TCI) and group innovation: A psychometric test on a Swedish sample of work groups
    Agrell, A.; Gustafson, R.
  • The motivation to be creative
    Amabile, T.M.
  • Supervisory practices and innovation in scientific teams
    Andrews, F.M.; Farris, G.F.
  • Creativity, intelligence, and personality
    Barron, R.; Harrington, D.
  • Managing creativity enhancement through goal setting and feedback
    Carson, P.P.; Carson, K.D.
  • The influence of training method on self-efficacy and idea generation among managers
    Gist, M.E.
  • Leadership of creative teams
    Kolb, J.A.
  • Managing creative people: Strategies and tactics for innovation
    Mumford, M.D.
  • Tradeoffs between ideas and structure: Individual versus group performance in creative problem solving
    Mumford, M.D.; Feldman, J.M.; Hein, M.B.; Nagao, D.J.
  • Leading creative people: Orchestrating expertise and relationships
    Mumford, M.D.; Scott, G.M.; Gaddis, B.; Strange, J.M.
  • Creative employees A challenge to managers
    Scott, R.K.
  • Effects of social-psychological factors on creative performance: The role of informational and controlling expected evaluation and modeling experience
    Shalley, C.E.; Perry-Smith, J.E.
  • The person versus the situation in leadership
    Sternberg, R.J.; Vroom, V.
  • Influences of organizational culture and climate on individual creativity
    Tesluk, P.E.; Farr, J.L.; Klein, S.R.
  • An examination of leadership and employee creativity: The relevance of traits and relationships
    Tierney, P.; Farmer, S.M.; Graen, G.B.
  • Enhancing creative performance: Effects of expected developmental assessment strategies and creative personality
    Zhou, J.; Oldham, G.R.

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