Skip to main content Accessibility help

We use cookies to distinguish you from other users and to provide you with a better experience on our websites. Close this message to accept cookies or find out how to manage your cookie settings.

Close cookie message
×
Hostname: page-component-cd9895bd7-hc48f Total loading time: 0 Render date: 2024-12-25T19:48:52.052Z Has data issue: false hasContentIssue false
Series:   Elements in Leadership

Leading for Innovation

Leadership Actions to Enhance Follower Creativity

Published online by Cambridge University Press:  21 July 2022

Michael D. Mumford ,
Tanner R. Newbold ,
Mark Fichtel  and
Samantha England
Michael D. Mumford
Affiliation:
University of Oklahoma
Tanner R. Newbold
Affiliation:
University of Oklahoma
Mark Fichtel
Affiliation:
University of Oklahoma
Samantha England
Affiliation:
University of Oklahoma

Summary

Creativity, the generation of novel and useful ideas, and innovation, the transformation of these ideas into new products, processes, and services, are both critical for the long-term viability, profitability, and growth of organizations. Moreover, the complex, risky, and uncertain nature of innovative efforts demonstrates the importance of organizational leaders to effectively manage the innovative process. In this element, we discuss the role of leaders in effectively facilitating the creative problem-solving process that gives rise to innovative products, processes, and services. More specifically, we highlight the knowledge, skills, and behaviors needed to effectively lead across three integrated facets of this process-leading the people, leading the work, and leading the firm. This discussion promotes an understanding of how leaders manage those asked to engage in innovative efforts and, moreover, how leaders systematically integrate creative ideas within the organization to ensure the development and success of innovative products, processes, or services.
Get access

Keywords

leadershipinnovationcreativitymanagementproblem-solving
Type
Element
Information
Series: Elements in Leadership
Online ISBN: 9781108867887
Publisher: Cambridge University Press
Print publication: 28 July 2022

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Acar, S., & Runco, M. A. (2012). Psychoticism and creativity: A meta-analytic review. Psychology of Aesthetics, Creativity, and the Arts, 6, 341–350.Google Scholar
Allen, T. J., & Cohen, S. I. (1969). Information flow in research and development laboratories. Administrative Science Quarterly, 14, 12–19.Google Scholar
Amabile, T. M. (1985). Motivation and creativity: Effects of motivational orientation on creative writers. Journal of Personality and Social Psychology, 48, 393–399.Google Scholar
Amabile, T. M., Conti, R., Coon, H., Lazenby, J., & Herron, M. (1996). Assessing the work environment for creativity. Academy of Management Journal, 39, 1154–1184.CrossRefGoogle Scholar
Amabile, T., & Kramer, S. (2011a). The progress principle: Using small wins to ignite joy, engagement, and creativity at work. Boston, MA: Harvard Business Review Press.Google Scholar
Amabile, T. M., & Kramer, S. J. (2011b). Meeting the challenges of a person-centric work psychology. Industrial and Organizational Psychology, 4, 116–121.Google Scholar
Amabile, T. M., Schatzel, E. A., Moneta, G. B., & Kramer, S. J. (2004). Leader behavior and the work environment for creativity: Perceived leader support. The Leadership Quarterly, 15, 5–32.Google Scholar
Anacona, D. G., & Caldwell, D. F. (1992). Bridging the boundary: External activity and performance in organizational teams. Administrative Science Quarterly, 37, 634–665.CrossRefGoogle Scholar
Anacona, D. G., & Caldwell, D. F. (1998). Rethinking team composition from the outside in. In Gruenfeld, D. H. (Ed.), Research on managing groups and teams, Vol. 1: Composition (pp. 21–37). Greenwhich, CT: Elsevier.Google Scholar
Andersen, H., Barker, P., & Chen, X. (2006). The cognitive structure of scientific revolutions. New York, NY: Cambridge University Press.Google Scholar
Arthur, W Jr.., Day, E. A., McNelly, T. L., & Edens, P. S. (2003). A meta‐analysis of the criterion‐related validity of assessment center dimensions. Personnel Psychology, 56, 125–153.Google Scholar
Atwater, L., & Carmeli, A. (2009). Leader–member exchange, feelings of energy, and involvement in creative work. The Leadership Quarterly, 20, 264–275.CrossRefGoogle Scholar
Baer, M., Leenders, R. A. J., Oldham, G. R., & Vadera, A. K. (2010). Win or lose the battle for creativity: The power and perils of intergroup competition. Academy of Management Journal, 53, 827–845.CrossRefGoogle Scholar
Baker, D. D., & Ganster, D. C. (1985). Leader communication style: A test of average versus vertical dyad linkage models. Group & Organization Studies, 10, 242–259.Google Scholar
Jr Barbuto, J. E., & Wheeler, D. W. (2006). Scale development and construct clarification of servant leadership. Group & Organization Management, 31, 300–326.Google Scholar
Barnowe, J. T. (1975). Leadership and performance outcomes in research organizations: The supervisor of scientists as a source of assistance. Organizational Behavior & Human Performance, 14, 264–280.Google Scholar
Bass, B. M. (1997). Does the transactional-transformational leadership paradigm transcend organizational and national boundaries? American Psychologist, 52, 130–139.CrossRefGoogle Scholar
Bass, B. M., & Avolio, B. J. (1990). The implications of transactional and transformational leadership for individual, team, and organizational development. In Pasmore, W. & Woodman, R. W. (Eds.), Research in organizational change and development (pp. 231–272). Greenwich, CT: JAI Press.Google Scholar
Bass, B. M., & Bass, R. (2008). The bass handbook of leadership: Theory, research, and managerial applications. New York: The Free Press.Google Scholar
Baughman, W. A., & Mumford, M. D. (1995). Process-analytic models of creative capacities: Operations involved in the combination and reorganization process. Creativity Research Journal, 9, 63–76.Google Scholar
Beghetto, R. A., & Karwowski, M. (2017). Toward untangling creative-self beliefs. In Karwowski, M. & Kaufman, J. C. (Eds.), The creative self: Effect of beliefs, self-efficacy, mindset, and identity (pp. 3–22). New York: Elsevier.Google Scholar
Bennich-Björkman, L. (2017). Academic leadership: Embracing uncertainty and diversity by building communication and trust. In Mumford, M. D. & Hemlin, S. (Eds.), Handbook of research on leadership and creativity (pp. 419-434). Northhampton, MA: Edward Elgar.Google Scholar
Bergek, A., Jacobsson, S., & Sandén, B. A. (2008). “Legitimation” and “development of positive externalities”: Two key processes in the formation phase of technological innovation systems. Technology Analysis & Strategic Management, 20, 575–592.Google Scholar
Berger, R., Dutta, S., Raffel, T., & Samuels, G. (2009). Innovating at the top: How global CEOs drive innovation for growth and profit. London, UK: Palgrave Macmillan.CrossRefGoogle Scholar
Besemer, S. P., & O’Quin, K. (1998). Creative product analysis matrix: Testing the model structure and a comparison among products – three novel chairs. Creativity Research Journal, 11, 333–346.Google Scholar
Bessen, J., & Maskin, E. (2009). Sequential innovation, patents, and imitation. The RAND Journal of Economics, 40, 611–635.Google Scholar
Bird, K., & Sherwin, M. J. (2005). American prometheus: The triumph and tragedy of J. Robert Oppenheimer. New York: Knopf.Google Scholar
Blair, C. S., & Mumford, M. D. (2007). Errors in idea evaluation: Preference for the unoriginal? The Journal of Creative Behavior, 41, 197–222.Google Scholar
Boer, H., & During, W. E. (2001). Innovation, what innovation? A comparison between product, process and organisational innovation. International Journal of Technology Management, 22, 83–107.Google Scholar
Boies, K., Fiset, J., & Gill, H. (2015). Communication and trust are key: Unlocking the relationship between leadership and team performance and creativity. The Leadership Quarterly, 26, 1080–1094.Google Scholar
Bonet, D. (2001). The business of listening: A practical guide to effective listening. Crisp Learning.Google Scholar
Braun, S., Peus, C., Weisweiler, S., & Frey, D. (2013). Transformational leadership, job satisfaction, and team performance: A multilevel mediation model of trust. The Leadership Quarterly, 24, 270–283.CrossRefGoogle Scholar
Bronzini, R., & Piselli, P. (2016). The impact of R&D subsidies on firm innovation. Research Policy, 45, 442–457.CrossRefGoogle Scholar
Byrne, C. L., Shipman, A. S., & Mumford, M. D. (2010). The effects of forecasting on creative problem-solving: An experimental study. Creativity Research Journal, 22, 119–138.Google Scholar
Cacioppo, J. T., Petty, R. E., & Kao, C. F. (1984). The efficient assessment of need for cognition. Journal of Personality Assessment, 48, 306–307.Google Scholar
Cai, W., Lysova, E. I., Bossink, B. A. G., Khapova, S. N., & Wang, W. (2019). Psychological capital and self-reported employee creativity: The moderating role of supervisor support and job characteristics. Creativity and Innovation Management, 28, 30–41.Google Scholar
Calantone, R. J., Cavusgil, S. T., & Zhao, Y. (2002). Learning orientation, firm innovation capability, and firm performance. Industrial Marketing Management, 31, 515–524.CrossRefGoogle Scholar
Caldwell, D. F., & O’Reilly III, C. A. (2003). The determinants of team-based innovation in organizations: The role of social influence. Small Group Research, 34, 497–517.Google Scholar
Campion, M. A., Cheraskin, L., & Stevens, M. J. (1994). Career-related antecedents and outcomes of job rotation. Academy of Management Journal, 37, 1518–1542.Google Scholar
Cao, Q., Simsek, Z., & Zhang, H. (2010). Modelling the joint impact of the CEO and the TMT on organizational ambidexterity. Journal of Management Studies, 47, 1272–1296.Google Scholar
Carmeli, A., Gelbard, R., & Reiter‐Palmon, R. (2013). Leadership, creative problem‐solving capacity, and creative performance: The importance of knowledge sharing. Human Resource Management, 52, 95–121.Google Scholar
Carmeli, A., Reiter-Palmon, R., & Ziv, E. (2010). Inclusive leadership and employee involvement in creative tasks in the workplace: The mediating role of psychological safety. Creativity Research Journal, 22, 250–260.Google Scholar
Carter, S. M., & West, M. A. (1998). Reflexivity, effectiveness, and mental health in BBC-TV production teams. Small Group Research, 29, 583–601.Google Scholar
Caughron, J. J., & Mumford, M. D. (2008). Project planning: The effects of using formal planning techniques on creative problem-solving. Creativity and Innovation Management, 17, 204–215.Google Scholar
Cefis, E., & Marsili, O. (2005). A matter of life and death: Innovation and firm survival. Industrial and Corporate Change, 14, 1167–1192.Google Scholar
Černe, M., Jaklič, M., & Škerlavaj, M. (2013). Authentic leadership, creativity, and innovation: A multilevel perspective. Leadership, 9, 63–85.Google Scholar
Chandy, R. K., & Tellis, G. J. (1998). Organizing for radical product innovation: The overlooked role of willingness to cannibalize. Journal of Marketing Research, 35, 474–487.CrossRefGoogle Scholar
Chandy, R. K., & Tellis, G. J. (2000). The incumbent’s curse? Incumbency, size and radical innovation. Journal of Marketing, 64, 1–17.CrossRefGoogle Scholar
Chaney, F. B., & Owens, W. A. (1964). Life history antecedents of sales, research, and general engineering interest. Journal of Applied Psychology, 48, 101–105.Google Scholar
Chang, S. C., & Lee, M. S. (2007). A study on relationship among leadership, organizational culture, the operation of learning organization and employees’ job satisfaction. The Learning Organization, 14, 155–185.CrossRefGoogle Scholar
Chen, L., Zheng, W., Yang, B., & Bai, S. (2016). Transformational leadership, social capital and organizational innovation. Leadership & Organization Development Journal, 37(7), 843–859.Google Scholar
Chen, M. H. (2006). Understanding the benefits and detriments of conflict on team creativity process. Creativity and Innovation Management, 15, 105–116.Google Scholar
Cherniss, C. (2001). Emotional intelligence and organizational effectiveness. In Cherniss, C. & Goleman, D. (Eds.), The emotionally intelligent workplace (pp. 3–12). San Francisco, CA: Jossey-Bass.Google Scholar
Cheung, M. F., & Wong, C. S. (2011). Transformational leadership, leader support, and employee creativity. Leadership & Organization Development Journal, 32(7), 656–672.Google Scholar
Christiaans, H. H. (2002). Creativity as a design criterion. Communication Research Journal, 14, 41–54.Google Scholar
Clydesdale, G. (2006). Creativity and competition: The beatles. Creativity Research Journal, 18, 129–139.CrossRefGoogle Scholar
Cohen-Charash, Y., & Spector, P. E. (2001). The role of justice in organizations: A meta-analysis: Erratum. Organizational Behavior and Human Decision Processes, 86(2), 278–321.Google Scholar
Connelly, M. S., Gilbert, J. A., Zaccaro, S. J. et al. (2000). Exploring the relationship of leadership skills and knowledge to leader performance. The Leadership Quarterly, 11, 65–86.Google Scholar
Cooper, R. G., & Kleinschmidt, E. J. (1995). Benchmarking the firm’s critical success factors in new product development. Journal of Product Innovation Management: An International Publication of the Product Development & Management Association, 12, 374–391.Google Scholar
Daellenbach, U. S., McCarthy, A. M., & Schoenecker, T. S. (1999). Commitment to innovation: The impact of top management team characteristics. R&D Management, 29, 199–208.Google Scholar
Damanpour, F. (1991). Organizational innovation: A meta-analysis of effects of determinants and moderators. Academy of Management Journal, 34, 555–590.Google Scholar
Damanpour, F., & Aravind, D. (2012). Managerial innovation: Conceptions, processes, and antecedents. Management and Organization Review, 8, 423–454.Google Scholar
Davison, G., & Blackman, B. (2005). The role of mental models in innovative teams. European Journal of Innovation Management, 8, 409–423.CrossRefGoogle Scholar
Day, D. V., Riggio, R. E., & Mulligan, R. Y. (2020). Leadership and monitoring skills. In Mumford, M. D. & Higgs, C. A. (Eds.), Leader thinking skills: Capacities for contemporary leadership (pp. 340–361). New York, NY: Taylor and Francis.Google Scholar
De Dreu, C. K. (2002). Team innovation and team effectiveness: The importance of minority dissent and reflexivity. European Journal of Work and Organizational Psychology, 11, 285–298.Google Scholar
De Dreu, C. K. (2006). When too little or too much hurts: Evidence for a curvilinear relationship between task conflict and innovation in teams. Journal of Management, 32, 83–107.CrossRefGoogle Scholar
DeChurch, L. A., Burke, C. S., Shuffler, M. L. et al. (2011). A historiometric analysis of leadership in mission critical multiteam environments. The Leadership Quarterly, 22, 152–169.Google Scholar
DeRosa, D. M., Smith, C. L., & Hantula, D. A. (2007). The medium matters: Mining the long-promised merit of group interaction in creative idea generation tasks in a meta-analysis of the electronic group brainstorming literature. Computers and Human Behavior, 23, 1549–1581.Google Scholar
Dewey, J. (1910). How we think. Lexington, MA: D. C. Heath.Google Scholar
Diehl, M., & Stroebe, W. (1987). Productivity loss in brainstorming groups: Toward the solution of a riddle. Journal of Personality and Social Psychology, 53, 497–509.Google Scholar
Dong, Y., Bartol, K. M., Zhang, Z. X., & Li, C. (2017). Enhancing employee creativity via individual skill development and team knowledge sharing: Influences of dual‐focused transformational leadership. Journal of Organizational Behavior, 38, 439–458.CrossRefGoogle Scholar
Dougherty, D., Borrelli, L., Munir, K., & O’Sullivan, A. (2000). Systems of organizational sensemaking for sustained product innovation. Journal of Engineering and Technology Management, 17, 321–355.CrossRefGoogle Scholar
Dougherty, D., & Hardy, B. F. (1996a). Sustained innovation production in large mature organizations: Overcoming organization problems. Academy of Management Journal, 39, 826–851.Google Scholar
Dougherty, D., & Hardy, C. (1996b). Sustained product innovation in large, mature organizations: Overcoming innovation-to-organization problems. Academy of Management Journal, 39, 1120–1152.Google Scholar
Drazin, R., Glynn, M. A., & Kazanjian, R. K. (1999). Multilevel theorizing about creativity in organizations: A sensemaking perspective. Academy of Management Review, 24, 286–307.Google Scholar
Eisenbeiss, S. A., & Boerner, S. (2013). A double‐edged sword: Transformational leadership and individual creativity. British Journal of Management, 24, 54–68.Google Scholar
Eisenbeiss, S. A., Van Knippenberg, D., & Boerner, S. (2008). Transformational leadership and team innovation: Integrating team climate principles. Journal of Applied Psychology, 93, 1438–1446.Google Scholar
Eisenberger, R., & Shanock, L. (2003). Rewards, intrinsic motivation, and creativity: A case study of conceptual and methodological isolation. Creativity Research Journal, 15, 121–130.Google Scholar
Ekvall, G., & Ryhammar, L. (1999). The creative climate: Its determinants and effects at a Swedish University. Creativity Research Journal, 12, 303–310.Google Scholar
Ericsson, K. A., & Charness, N. (1994). Expert performance: Its structure and acquisition. American Psychologist, 49, 725–747.Google Scholar
Ericsson, K. A., & Charness, N. (1999). Becoming an expert: Training or talent? In Ceci, S. J. & Williams, W. M. (Eds.), The nature–nurture debate: The essential readings (pp. 200–255). Malden, MA: Blackwell.Google Scholar
Farris, G. F. (1972). The effect of individual role on performance in innovative groups. R & D Management, 3, 23–28.CrossRefGoogle Scholar
Feist, G. J. (1998). A meta-analysis of personality in scientific and artistic creativity. Personality and Social Psychological Review, 2, 290–309.CrossRefGoogle ScholarPubMed
Feist, G. J., & Gorman, M. E. (1998). The psychology of science: Review and integration of a nascent discipline. Review of General Psychology, 2, 3–47.Google Scholar
Fleishman, E. A., Mumford, M. D., Zaccaro, S. J. et al. (1991). Taxonomic efforts in the description of leader behavior: A synthesis and functional interpretation. The Leadership Quarterly, 2, 245–287.Google Scholar
Ford, C. M. (1996). A theory of individual creative action in multiple social domains. Academy of Management Review, 21, 1112–1142.Google Scholar
Ford, C. M., Sharfman, M. P., & Dean, J. W. (2008). Factors associated with creative strategic decisions. Creativity and Innovation Management, 17, 171–185.Google Scholar
Friedrich, T. L., & Mumford, M. D. (2009). The effects of conflicting information on creative thought: A source of performance improvements or decrements? Creativity Research Journal, 21, 265–281.CrossRefGoogle Scholar
Furnham, A. (2020). Personality and creativity at work. In Mumford, M. D. & Todd, E. M. (Eds.), Creativity and innovation in organizations (pp. 89–104). New York: Taylor & Francis.Google Scholar
Gabler, N. (2007). Walt Disney: The biography. London, UK: White Lion.Google Scholar
Gertner, J. (2012). The idea factory: Bell Labs and the great age of American innovation. London, UK: Penguin.Google Scholar
Gibson, C., & Mumford, M. D. (2013). Evaluation, criticism, and creativity: Criticism content and effects on creative problem solving. Psychology of Aesthetics, Creativity, and the Arts, 7, 314–331.Google Scholar
Gilson, L. L., & Shalley, C. E. (2004). A little creativity goes a long way: An examination of teams’ engagement in creative processes. Journal of Management, 30, 453–470.Google Scholar
Giorgini, V., & Mumford, M. D. (2013). Backup plans and creative problem-solving: Effects of causal, error, and resource processing. The International Journal of Creativity and Problem Solving, 23, 121–146.Google Scholar
Goh, S., & Richards, G. (1997). Benchmarking the learning capability of organizations. European Management Journal, 15, 575–583.Google Scholar
Guilford, J. P. (1950). Creativity. American Psychologist, 5, 444–454.Google Scholar
Gumusluoglu, L., & Ilsev, A. (2009). Transformational leadership, creativity, and organizational innovation. Journal of Business Research, 62, 461–473.Google Scholar
Hadjikosta, K., & Friedrich, T. (2020). Creativity and innovation in the context of firms. In Mumford, M. D. & Todd, E. M. (Eds.), Creativity and innovation in organizations (pp. 271–314). New York: Taylor & Francis.Google Scholar
Hambrick, D. C. (2015). Top management teams. Wiley Encyclopedia of Management, 11, 1–2.Google Scholar
Hardy III, J. H., Ness, A. M., & Mecca, J. (2017). Outside the box: Epistemic curiosity as a predictor of creative problem-solving and creative performance. Personality and Individual Differences, 104, 230–237.Google Scholar
Hegarty, W. H., & Hoffman, R. C. (1990). Product/market innovations: A study of top management involvement among four cultures. Journal of Product Innovation Management: An International Publication of the Product Development & Management Association, 7, 186–199.Google Scholar
Hemlin, S. (2009). Creative knowledge environments: An interview study with group members and group leaders of university and industry R&D groups in biotechnology. Creativity and Innovation Management, 18, 278–285.CrossRefGoogle Scholar
Hemlin, S., & Olsson, L. (2011). Creativity-stimulating leadership: A critical incident study of leaders’ influence on creativity in research groups. Creativity and Innovation Management, 20, 49–58.Google Scholar
Hennessey, B. A., & Amabile, T. M. (1998). Reality, intrinsic motivation, and creativity. American Psychologist, 53(6), 674–675.Google Scholar
Hill, R. C., & Levenhagen, M. (1995). Metaphors and mental models: Sensemaking and sensegiving in innovative and entrepreneurial activities. Journal of Management, 21, 1057–1074.Google Scholar
Hirst, G., Van Knippenberg, D., Zhou, J., Quintane, E., & Zhu, C. (2015). Heard it through the grapevine: Indirect networks and employee creativity. Journal of Applied Psychology, 100(2), 567–574.Google Scholar
Hounshell, D. (1992). Du Pont and the management of large-scale research and development. In Gallison, P. & Hevly, B. (Eds.), Big science: The growth of large-scale research (pp. 236–264). Redwood City, CA: Stanford University Press.Google Scholar
Howell, J. M., & Boies, K. (2004). Champions of technological innovation: The influences of contextual knowledge, role orientation, idea generation, and idea promotion on champion emergence. The Leadership Quarterly, 15, 130–149.Google Scholar
Howell, J. M., & Higgins, C. A. (1990). Leadership behaviors, influence tactics, and career experiences of champions of technological innovation. The Leadership Quarterly, 1, 249–264.Google Scholar
Howell, J. M., & Shea, C. M. (2006). Effects of champion behavior, team potency, and external communication activities on predicting team performance. Group & Organization Management, 31, 180–211.Google Scholar
Howitt, P., & Aghion, P. (1998). Capital accumulation and innovation as complementary factors in long-run growth. Journal of Economic Growth, 3, 111–130.Google Scholar
Huber, G. (1998). Synergies between organizational learning and creativity & innovation. Creativity and Innovation Management, 7, 3–8.Google Scholar
Hughes, D. J., Lee, A., Tian, A. W., Newman, A., & Legood, A. (2018). Leadership, creativity, and innovation: A critical review and practical recommendations. The Leadership Quarterly, 29, 549–569.Google Scholar
Hughes, T. P. (1989). American genesis: A history of the American genius for invention. New York: Penguin.Google Scholar
Hülsheger, U. R., Anderson, N., & Salgado, J. F. (2009). Team-level predictors of innovation at work: A comprehensive meta-analysis spanning three decades of research. Journal of Applied Psychology, 94(5), 1128.CrossRefGoogle Scholar
Hunter, S. T., Bedell, K. E., & Mumford, M. D. (2005). Dimensions of creative climate: A general taxonomy. Korean Journal of Thinking & Problem Solving, 15(2), 97–116.Google Scholar
Hunter, S. T., Bedell, K. E., & Mumford, M. D. (2007). Climate for creativity: A quantitative review. Creativity Research Journal, 19, 69–90.Google Scholar
Hunter, S. T., Bedell-Avers, K. E., Hunsicker, C. M., Mumford, M. D., & Ligon, G. S. (2008). Applying multiple knowledge structures in creative thought: Effects on idea generation and problem-solving. Creativity Research Journal, 20, 137–154.Google Scholar
Hunter, S. T., Farr, J. L., Heinen, R. L., & Allen, J. B. (2019). Integrating creative climate and creative problem-solving. In Mumford, M. D. & Todd, E. M. (Eds.), Creativity and innovation in organizations (pp. 143–166). London: Routledge.Google Scholar
Hunter, S. T., Neely, B. H. Jr, & Gutworth, M. B. (2018). Selection and team creativity: Meeting unique challenges through diversity and flexibility. In Reiter-Palmon, R. (Ed.), Team creativity and innovation (pp. 259–281). Oxford, UK: Oxford University Press.Google Scholar
Isaacson, W. (2011). Steve Jobs. New York: Simon & Schuster.Google Scholar
Jacobs, T. O., & Jaques, E. (1991). Executive leadership. In Gal, R. & Mangelsdorf, A. D. (Eds.), Handbook of military psychology (pp. 431–447). Chichester: Wiley.Google Scholar
Jaiswal, N. K., & Dhar, R. L. (2017). The influence of servant leadership, trust in leader and thriving on employee creativity. Leadership & Organization Development Journal, 38, 2–21.Google Scholar
James, L. R., James, L. A., & Ashe, D. K. (1990). The meaning of organizations: The role of cognition and values. In Schneider, B. (Ed.), Organizational climate and culture (pp. 40–84). San Francisco, CA: Jossey-Bass.Google Scholar
Jassawalla, A. R., & Sashittal, H. C. (1999). Building collaborative cross-functional new product teams. Academy of Management Perspectives, 13, 50–63.CrossRefGoogle Scholar
Jaussi, K. S., & Dionne, S. D. (2003). Leading for creativity: The role of unconventional behavior. The Leadership Quarterly, 14, 351–368.Google Scholar
Jelinek, M., & Schoonhoven, C. B. (1990). The innovation marathon: Lessons from high technology firms. San Francisco, CA: Jossey-Bass.Google Scholar
Karwowski, M. (2011). It doesn’t hurt to ask … But sometimes it hurts to believe: Polish students’ creative self-efficacy and its predictors. Psychology of Aesthetics, Creativity, and the Arts, 5, 154–164.Google Scholar
Katz, D., & Kahn, R. L. (1978). The social psychology of organizations. New York: Wiley.Google Scholar
Keller, R. T. (2001). Cross-functional project groups in research and new product development: Diversity, communications, job stress, and outcomes. Academy of Management Journal, 44, 547–553.CrossRefGoogle Scholar
Keller, R. T. (2006). Transformational leadership, initiating structure, and substitutes for leadership: A longitudinal study of research and development project team performance. Journal of Applied Psychology, 91(1), 202–210.Google Scholar
Khalili, A. (2016). Linking transformational leadership, creativity, innovation, and innovation-supportive climate. Management Decision, 10, 111–125.Google Scholar
Kickul, J., & Gundry, L. K. (2001). Breaking through boundaries for organizational innovation: New managerial roles and practices in e-commerce firms. Journal of Management, 27, 347–361.Google Scholar
Kidder, T. (1981). The soul of a new machine. New York: Avon.Google Scholar
Kogut, B., & Zander, U. (1996). What firms do? Coordination, identity, and learning. Organization Science, 7, 502–518.Google Scholar
Kolodner, J. L. (1997). Educational implications of analogy: A view from case-based reasoning. American Psychologist, 52(1), 57–66.Google Scholar
Kozbelt, A. (2007). A quantitative analysis of Beethoven as self-critic: Implications for psychological theories of musical creativity. Psychology of Music, 35, 144–168.Google Scholar
Kratzer, J., Leenders, O. T. A., & Van Engelen, J. M. (2004). Stimulating the potential: Creative performance and communication in innovation teams. Creativity and Innovation Management, 13, 63–71.Google Scholar
Kratzer, J., Leenders, R. T. A., & Van Engelen, J. M. (2006). Team polarity and creative performance in innovation teams. Creativity and Innovation Management, 15, 96–104.Google Scholar
LaPierre, J., & Giroux, V. (2003). Creativity and work environment in a high-tech context. Creativity and Work Environment, 12, 11–23.Google Scholar
Lee, J. (2008). Effects of leadership and leader-member exchange on innovativeness. Journal of Managerial Psychology, 23, 670–687.Google Scholar
Lee, J. H. (2015). The effects of authentic leadership on organizational commitment, task performance and creative behavior. Unpublished doctoral dissertation. Sungkyunkwan University.Google Scholar
Lee-Kelley, L., & Blackman, D. (2005). In addition to shared goals: The impact of mental models on team innovation and learning. International Journal of Innovation and Learning, 2(1), 11–25.Google Scholar
Licuanan, B. F., Dailey, L. R., & Mumford, M. D. (2007). Idea evaluation: Error in evaluating highly original ideas. The Journal of Creative Behavior, 41, 1–27.Google Scholar
Liu, D., Chen, X. P., & Yao, X. (2011). From autonomy to creativity: A multilevel investigation of the mediating role of harmonious passion. Journal of Applied Psychology, 96(2), 294–309.Google Scholar
Lonergan, D. C., Scott, G. M., & Mumford, M. D. (2004). Evaluative aspects of creative thought: Effects of idea appraisal and revision standards. Creativity Research Journal, 16, 231–246.Google Scholar
Lu, S., Bartol, K. M., Venkataramani, V., Zheng, X., & Liu, X. (2019). Pitching novel ideas to the boss: The interactive effects of employees’ idea enactment and influence tactics on creativity assessment and implementation. Academy of Management Journal, 62, 579–606.Google Scholar
Maccurtain, S., Flood, P. C., Ramamoorty, N., West, M., & Dawson, J. (2009, August). The top team, trust, reflexivity, knowledge sharing and innovation. In Academy of Management Proceedings (Vol. 2009, No. 1, pp. 1–6). Briarcliff Manor, NY 10510: Academy of Management.Google Scholar
Maier, N. R., & Solem, A. R. (1970). Improving solutions by turning choice situations into problems. In Maier, N. R. (Ed.), Problem solving and creativity: In groups and individuals (pp. 390–395). Belmont, CA: Books/Cole.Google Scholar
Majchrzak, A., More, P. H., & Faraj, S. (2012). Transcending knowledge differences in cross-functional teams. Organization Science, 23, 951–970.Google Scholar
Mannix, E., & Neale, M. A. (2005). What differences make a difference? The promise and reality of diverse teams in organizations. Psychological Science in the Public Interest, 6, 31–55.Google Scholar
March, J. G. (1991). Exploration and exploitation in organizational learning. Organization Science, 2, 71–87.Google Scholar
Marcy, R. T., & Mumford, M. D. (2007). Social innovation: Enhancing creative performance through causal analysis. Creativity Research Journal, 19, 123–140.Google Scholar
Marcy, R. T., & Mumford, M. D. (2010). Leader cognition: Improving leader performance through causal analysis. The Leadership Quarterly, 21, 1–19.Google Scholar
Markham, S. E., & Smith, J. W. (2017). How can we advise Achilles? A rehabilitation of the concept of the champion for leadership. In Mumford, M. D. & Hemlin, S. (Eds.), Handbook of research on leadership and creativity (pp. 54–81). London: Edward Elgar.Google Scholar
Markham, S. K. (2000). Corporate championing and antagonism as forms of political behavior: An R&D perspective. Organization Science, 11, 429–447.Google Scholar
Markham, S. K., & Aiman-Smith, L. (2001). Product champions: Truths, myths and management. Research-Technology Management, 44, 44–50.Google Scholar
Marta, S., Leritz, L. E., & Mumford, M. D. (2005). Leadership skills and group performance: Situational demands, behavioral requirements, and planning. The Leadership Quarterly, 16, 97–120.Google Scholar
McClelland, D. C. (1961). The achieving society. New York: MacMillan.Google Scholar
McCrae, R. (1987). Creativity, divergent thinking, and openness to experience. Journal of Personality and Social Psychology, 52(6), 1258–1265.Google Scholar
McDonough III, E. F. (2000). Investigation of factors contributing to the success of cross‐functional teams. Journal of Product Innovation Management: An International Publication of the Product Development & Management Association, 17, 221–235.Google Scholar
McGill, M. E., Jr Slocum, J. W., & Lei, D. (1992). Management practices in learning organizations. Organizational Dynamics, 21, 5–17.Google Scholar
McGonagle, J. J., & Vella, C. M. (2012). Proactive intelligence: The successful executive’s guide to intelligence. London: Springer.Google Scholar
McIntosh, T., Mulhearn, T. J., & Mumford, M. D. (2021). Taking the good with the bad: The impact of forecasting timing and valence on idea evaluation and creativity. Psychology of Aesthetics, Creativity, and the Arts, 15, 111–124.Google Scholar
McKay, A. S., & Kaufman, J. C. (2020). The assessment of creative and innovative performance. In Mumford, M. D. & Todd, E. M. (Eds.), Creativity and innovation in organizations (pp. 17–40). New York: Taylor and Francis.Google Scholar
Medeiros, K. E., Partlow, P. J., & Mumford, M. D. (2014). Not too much, not too little: The influence of constraints on creative problem-solving. Psychology of Aesthetics, Creativity, and the Arts, 8, 198–210.Google Scholar
Medeiros, K. E., Steele, L. M., Watts, L. L., & Mumford, M. D. (2018). Timing is everything: Examining the role of constraints throughout the creative process. Psychology of Aesthetics, Creativity, and the Arts, 12, 471–488.Google Scholar
Meindl, J. R. (1995). The romance of leadership as a follower-centric theory: A social constructionist approach. The Leadership Quarterly, 6, 329–341.Google Scholar
Miles, R. E., & Snow, C. C. (1978). Organizational strategy, structure and process. New York: McGraw-Hill.Google Scholar
Miron-Spektor, E., Erez, M., & Naveh, E. (2011). The effect of conformist and attentive-to-detail members on team innovation: Reconciling the innovation paradox. Academy of Management Journal, 54, 740–760.CrossRefGoogle Scholar
Mullen, B., Johnson, C., & Salas, E. (1991). Productivity loss in brainstorming groups: A meta-analytic integration. Basic and Applied Social Psychology, 12, 3–23.Google Scholar
Mumford, M. D. (2000). Managing creative people: Strategies and tactics for innovation. Human Resource Management Review, 10, 1–29.Google Scholar
Mumford, M. D. (2002). Social innovation: Ten cases from Benjamin Franklin. Creativity Research Journal, 14, 253–266.Google Scholar
Mumford, M. D. (2006). Pathways to outstanding leadership: A comparative analysis of charismatic, ideological and pragmatic leaders. Mahwah, NJ: Erlbaum.Google Scholar
Mumford, M. D., Baughman, W. A., Threlfall, K. V., Supinski, E. P., & Costanza, D. P. (1996). Process-based measures of creative problem-solving skills: I. Problem construction. Creativity Research Journal, 9, 63–76.Google Scholar
Mumford, M. D., Bedell-Avers, K. E., & Hunter, S. T. (2008). Planning for innovation: A multi-level perspective. In Mumford, M. D., Hunter, S. T., & Bedell-Avers, K. E. (Eds.), Research in multi-level issues, Vol. 7: Multi-level issues in creativity and innovation (pp. 107–154). Oxford: Elsevier.Google Scholar
Mumford, M. D., Connelly, M. S., Scott, G. M. et al. (2005). Career experiences and scientific performance: A study of social, physical, life, and health sciences. Creativity Research Journal, 17, 105–129.Google Scholar
Mumford, M. D., Durban, C., Gujar, Y., Buck, J., & Todd, E. M. (2018). Leading creative efforts: Common functions and common skills. In Mainemelis, C., Epitropaki, O., & Kark, R. (Eds.), Creative leadership (pp. 59–78). London, UK: Routledge.Google Scholar
Mumford, M. D., Feldman, J. M., Hein, M. B., & Nago, D. J. (2001). Tradeoffs between ideas and structure: Individual versus group performance in creative problem-solving. Journal of Creative Behavior, 35, 1–23.Google Scholar
Mumford, M. D., & Fichtel, M. W. (2021). Local safety versus global risk: Models of creative work environments. In Reiter-Palmon, R. (Ed.), Creativity at work (pp. 99–107). London, UK: Palgrave Macmillan.Google Scholar
Mumford, M. D., Friedrich, T. L., Caughron, J. J., & Antes, A. L. (2009). Leadership research: Traditions, developments, and current directions. In Buchanan, D. A. & Bryman, A. (Eds.), The Sage handbook of organizational research methods (pp. 111–127). Thousand Oaks, CA: Sage.Google Scholar
Mumford, M. D., Friedrich, T. L., Caughron, J. J., & Byrne, C. L. (2007). Leader cognition in real-world settings: How do leaders think about crises? The Leadership Quarterly, 18, 515–543.CrossRefGoogle Scholar
Mumford, M. D., & Gustafson, S. B. (2007). Creative thought: Cognition and problem-solving in a dynamic system. In Runco, M. A. (Ed.), Creativity research handbook, Vol. 11 (pp. 33–77). Creskill, NJ: Hampton.Google Scholar
Mumford, M. D., Hester, K. S., Robledo, I. C. et al. (2012). Mental models and creative problem-solving: The relationship of objective and subjective model attributes. Creativity Research Journal, 24, 311–330.Google Scholar
Mumford, M. D., & Hunter, S. T. (2005). Innovation in organizations: A multi-level perspective on creativity. In Yammarino, F. J. & Dansereau, F. (Eds.), Research in multi-level issues, Vol. 4 (pp. 11–74). Oxford: Elsevier.Google Scholar
Mumford, M. D., & Licuanan, B. (2004). Leading for innovation: Conclusions, issues, and directions. The Leadership Quarterly, 15, 163–171.Google Scholar
Mumford, M. D., Marks, M. A., Connelly, M. S., Zaccaro, S. J., & Reiter-Palmon, R. (2000). Development of leadership skills: Experience and timing. The Leadership Quarterly, 11, 87–114.Google Scholar
Mumford, M. D., Martin, R., Elliott, S., & McIntosh, T. (2019). Leading for creativity: A tripartite model. In Sternberg, R. J. & Kaufman, J. (Eds.), The Cambridge handbook of creativity (pp. 546–566). Cambridge: Cambridge University Press.Google Scholar
Mumford, M. D., Martin, R., Elliott, S., & McIntosh, T. (2020). Creative failure: Why can’t people solve creative problems. The Journal of Creative Behavior, 54, 378–394.Google Scholar
Mumford, M. D., Mecca, J. T., & Watts, L. L. (2015). Planning processes: Relevant cognitive operations. In Mumford, M. D. & Frese, M. (Eds.), The psychology of planning in organizations: Research and applications (pp. 9–30). Milton Park, UK: Taylor & Francis.Google Scholar
Mumford, M. D., Mobley, M. I., Uhlman, C. E., Reiter-Palmon, R., & Doares, L. (1991). Process analytic models of creative capacities. Creativity Research Journal, 4, 91–122.Google Scholar
Mumford, M. D., & Mulhearn, T. J. (2019). Leading creative research and development efforts: A literature review and proposed framework for the engineering domain. Proceedings of the Institution of Mechanical Engineers, Part C: Journal of Mechanical Engineering Science, 233, 403–414.Google Scholar
Mumford, M. D., Mulhearn, T. J., Watts, L. L., Steele, L., & McIntosh, T. J. (2018). Leader impacts on creative teams: Direction, engagement, and sales. In Reiter-Palmon, R. (Ed.), Team creativity and innovation (pp. 131–166). New York: Oxford University Press.Google Scholar
Mumford, M. D., Schultz, R. A., & Van Doorn, J. R. (2001). Performance in planning: Processes, requirements, and errors. Review of General Psychology, 5, 213–240.Google Scholar
Mumford, M. D., Scott, G. M., Gaddis, B., & Strange, J. M. (2002). Leading creative people: Orchestrating expertise and relationships. The Leadership Quarterly, 13, 705–750.Google Scholar
Mumford, M. D., Supinski, E. P., Baughman, W. A., Costanza, D. P., & Threlfall, K. V. (1997). Process-based measures of creative problem-solving skills: I. Overall prediction. Creativity Research Journal, 10, 77–85.Google Scholar
Mumford, M. D., Todd, E. M., Higgs, C., & McIntosh, T. (2017). Cognitive skills and leadership performance: The nine critical skills. The Leadership Quarterly, 28, 24–39.Google Scholar
Mumford, M. D., & Van Doorn, J. R. (2001). The leadership of pragmatism: Reconsidering Franklin in the age of charisma. The Leadership Quarterly, 12, 274–309.Google Scholar
Mumford, M. D., Zaccaro, S. J., Harding, F. D., Jacobs, T. O., & Fleishman, E. A. (2000). Leadership skills for a changing world: Solving complex social problems. The Leadership Quarterly, 11, 11–35.Google Scholar
Naidoo, V. (2010). Firm survival through a crisis: The influence of market orientation, marketing innovation and business strategy. Industrial Marketing Management, 39, 1311-1320.Google Scholar
Nijstad, B. A., Berger-Selman, F., & De Dreu, C. K. (2014). Innovation in top management teams: Minority dissent, transformational leadership, and radical innovations. European Journal of Work and Organizational Psychology, 23, 310–322.Google Scholar
Nohria, N., & Gulati, R. (1996). Is slack good or bad for innovation? Academy of Management Journal, 39, 1245–1264.Google Scholar
Norrgren, F., & Schaller, J. (1999). Leadership style: Its impact on cross‐functional product development. Journal of Product Innovation Management: An International Publication of the Product Development & Management Association, 16, 377–384.Google Scholar
Noruzy, A., Dalfard, V. M., Azhdari, B., Nazari-Shirkouhi, S., & Rezazadeh, A. (2013). Relations between transformational leadership, organizational learning, knowledge management, organizational innovation, and organizational performance: An empirical investigation of manufacturing firms. The International Journal of Advanced Manufacturing Technology, 64, 1073–1085.Google Scholar
O’Connor, G. C. (1998). Market learning and radical innovation: A cross case comparison of eight radical innovation projects. Journal of Product Innovation Management, 15, 151–166.Google Scholar
Oldham, G. R., & Cummings, A. (1996). Employee creativity: Personal and contextual factors at work. Academy of Management Journal, 39, 607–634.Google Scholar
Osborn, R. N., & Marion, R. (2009). Contextual leadership, transformational leadership and the performance of international innovation seeking alliances. The Leadership Quarterly, 20, 191–206.Google Scholar
Osburn, H. K., & Mumford, M. D. (2006). Creativity and planning: Training interventions to develop creative problem-solving skills. Creativity Research Journal, 18, 173–190.Google Scholar
Parnes, S. J., & Noller, R. B. (1972). Applied creativity: The creative studies project: Part results of a two-year study. Journal of Creative Behavior, 6, 164–186.Google Scholar
Patalano, A. L., & Seifert, C. M. (1997). Opportunistic planning: Being reminded of pending goals. Cognitive Psychology, 34, 1–36.Google Scholar
Paulus, P. B. (1989). Psychology of group influence. Hillsdale, NJ: L. Erlbaum.Google Scholar
Paulus, P. B., Dzindolet, M., & Kohn, N. W. (2012). Collaborative creativity—Group creativity and team innovation. In Mumford, M. D. (Ed.), Handbook of organizational creativity (pp. 327–357). Waltham, MA: Elsevier.Google Scholar
Paulus, P. B., & Yang, H. C. (2000). Idea generation in groups: A basis for creativity in organizations. Organizational Behavior and Human Decision Processes, 82, 76–87.Google Scholar
Perry, N. (1993). Scientific communication, innovation networks and organization structures. Journal of Management Studies, 30, 957–973.CrossRefGoogle Scholar
Perry-Smith, J., & Shalley, C. E. (2003). The social side of creativity: A static and dynamic social network perspective. Academy of Management Review, 28, 89–106.Google Scholar
Peterson, N. G., Mumford, M. D., Borman, W. C., Jeanneret, P., & Fleishman, E. A. (1999). An occupational information system for the 21st century: The development of O* NET. Washington, D.C.: American Psychological Association.CrossRefGoogle Scholar
Putman, V. L., & Paulus, P. B. (2009). Brainstorming, brainstorming rules and decision making. Journal of Creative Behavior, 43, 29–40.Google Scholar
Qu, R., Janssen, O., & Shi, K. (2015). The effect of leader-member exchange and creativity expectations in predicting employee creativity. Academy of Management Proceedings, 2015, 15996.Google Scholar
Ramey, C. H., & Weisberg, R. W. (2004). The “poetical activity” of Emily Dickinson: A further test of the hypothesis that affective disorders foster creativity. Creativity Research Journal, 16, 173–185.Google Scholar
Redmond, M. R., Mumford, M. D., & Teach, R. J. (1993). Putting creativity to work: Effects of leader behavior on subordinate creativity. Organizational Behavior and Human Decision Processes, 55, 120–151.Google Scholar
Rego, A., Sousa, F., Marques, C., & e Cunha, M. P. (2014). Hope and positive affect mediating the authentic leadership and creativity relationship. Journal of Business Research, 67, 200–210.Google Scholar
Reiter-Palmon, R. (2018). Creative cognition at the individual and team levels: What happens before and after idea generation. In Sternberg, R. & Kaufman, J. (Eds.), The nature of human creativity (pp. 184–208). New York: Cambridge University Press.Google Scholar
Reiter-Palmon, R., Mitchell, K. S., & Royston, R. (2019). Improving creativity in organizational settings. In Kaufman, J. C. & Sternberg, R. J. (Eds.), The Cambridge handbook of creativity (pp. 515–545). Cambridge, UK: Cambridge University Press.Google Scholar
Reiter-Palmon, R., & Paulus, P. B. (2019). Cognitive and social processes in team creativity. In Mumford, M. D. & Todd, E. M. (Eds.), Creativity and innovation in organizations (pp. 161–190). London: Routledge.Google Scholar
Rietzschel, E. F., Nijstad, B. A., & Stroebe, W. (2014). Effects of problem scope and creativity instructions on idea generation and selection. Creativity Research Journal, 26, 185–191.Google Scholar
Robledo, I. C., Peterson, D. R., & Mumford, M. D. (2012). Leadership of scientists and engineers: A three‐vector model. Journal of Organizational Behavior, 33, 140–147.Google Scholar
Root-Bernstein, R. S., Bernstein, M., & Garnier, H. (1995). Correlations between avocations, scientific style, work habits, and professional impact of scientists. Creativity Research Journal, 8, 115–137.Google Scholar
Scherer, F. M. (1965). Firm size, market structure, opportunity, and the output of patented inventions. The American Economic Review, 55, 1097–1125.Google Scholar
Schippers, M. C., West, M. A., & Dawson, J. F. (2015). Team reflexivity and innovation: The moderating role of team context. Journal of Management, 41, 769–788.Google Scholar
Schoorman, F. D., Mayer, R. C., & Davis, J. H. (2007). An integrative model of organizational trust: Past, present, and future. Academy of Management Review, 32, 344–354.Google Scholar
Schult, A., & Wolff, M. (2012). Strategic alignment of it and functional responsibilities in top management teams: An empirical performance study. Washington, DC: Association for Information Systems.Google Scholar
Schumpeter, A. J. (2000). Entrepreneurship as innovation. In Swedberg, R. (Ed.), Entrepreneurship: A social science view (pp. 51–75). New Delhi: Oxford University Press.Google Scholar
Scott, G. M., Lonergan, D. C., & Mumford, M. D. (2005). Conceptual combination: Alternative knowledge structures, alternative heuristics. Creativity Research Journal, 17, 21–36.Google Scholar
Senge, P. M. (1995). Learning organizations. Cambridge: Gilmour Drummond.Google Scholar
Sethi, R., Smith, D. C., & Park, C. W. (2001). Cross-functional product development teams, creativity, and the innovativeness of new consumer products. Journal of Marketing Research, 38, 73–85.Google Scholar
Sheldon, K. M. (1995). Creativity and self-determination in personality. Creativity Research Journal, 8, 25–36.Google Scholar
Shin, S. J., Yuan, F., & Zhou, J. (2017). When perceived innovation job requirement increases employee innovative behavior: A sensemaking perspective. Journal of Organizational Behavior, 38, 68–86.Google Scholar
Shin, S. J., & Zhou, J. (2003). Transformational leadership, conservation, and creativity: Evidence from Korea. Academy of Management Journal, 46, 703–714.Google Scholar
Shipman, A. S., Byrne, C. L., & Mumford, M. D. (2010). Leader vision formation and forecasting: The effects of forecasting extent, resources, and timeframe. The Leadership Quarterly, 21, 439–456.Google Scholar
Silverberg, G., & Verspagen, B. (1994). Learning, innovation and economic growth: A long-run model of industrial dynamics. Industrial and Corporate Change, 3, 199–223.Google Scholar
Simonton, D. K. (1984). Genius, creativity, and leadership. Cambridge, MA: Harvard University Press.Google Scholar
Smither, J. W. (2012). Performance management. In Kozlowski, S. W. J. (Ed.), The Oxford handbook of organizational psychology, Vol. 1 (pp. 285–329). Oxford, UK: Oxford University Press.Google Scholar
Song, M., Dyer, B., & Thieme, R. J. (2006). Conflict management and innovation performance: An integrated contingency perspective. Journal of the Academy of Marketing Science, 34, 341–356.Google Scholar
Song, M., & Thieme, R. J. (2006). A cross-national investigation of the R&D–marketing interface in the product innovation process. Industrial Marketing Management, 35, 308–322.Google Scholar
Sosik, J. J., Kahai, S. S., & Avolio, B. J. (1998). Transformational leadership and dimensions of creativity: Motivating idea generation in computer-mediated groups. Creativity Research Journal, 11, 111–121.Google Scholar
Spreitzer, G. M., & Sonenshein, S. (2004). Toward the construct definition of positive deviance. American Behavioral Scientist, 47, 828–847.Google Scholar
Standish, C. J., Gujar, Y., & Mumford, M. D. (under review). Wisdom and leadership: Predicting leader performance with a new measure of wisdom. The Leadership Quarterly.Google Scholar
Sternberg, R. J. (1988). A three-facet model of creativity. In Sternberg, R. J. (Ed.), The nature of creativity (pp. 125–148). Cambridge: Cambridge University Press.Google Scholar
Strange, J. M., & Mumford, M. D. (2005). The origins of vision: Effects of reflection, models, and analysis. The Leadership Quarterly, 16, 121–148.Google Scholar
Sturdy, A., Clark, T., Fincham, R., & Handley, K. (2009). Between innovation and legitimation – boundaries and knowledge flow in management consultancy. Organization, 16, 627–653.Google Scholar
Styhre, A., & Gluch, P. (2009). Creativity and its discontents: Professional ideology and creativity in architect work. Creativity and Innovation Management, 18, 224–233.Google Scholar
Thamhain, H. J. (2011). Critical success factors for managing technology-intensive teams in the global enterprise. Engineering Management Journal, 23, 30–36.Google Scholar
Thamhain, H. J., & Gemmill, G. R. (1974). Influence styles of project managers: Some project performance correlates. Academy of Management Journal, 17, 216–224.Google Scholar
Tierney, P., & Farmer, S. M. (2002). Creative self-efficacy: Its potential antecedents and relationships to creative performance. Academy of Management Journal, 45, 1137–1148.Google Scholar
Tierney, P., Farmer, S. M., & Graen, G. B. (1999). An examination of leadership and employee creativity: The relevance of traits and relationships. Personnel Psychology, 52, 591–620.Google Scholar
Tjosvold, D., Tang, M. M., & West, M. (2004). Reflexivity for team innovation in China: The contribution of goal interdependence. Group & Organization Management, 29, 540–559.Google Scholar
Troy, L. C., Hirunyawipada, T., & Paswan, A. K. (2008). Cross-functional integration and new product success: An empirical investigation of the findings. Journal of Marketing, 72, 132–146.Google Scholar
Valle, S., & Avella, L. (2003). Cross‐functionality and leadership of the new product development teams. European Journal of Innovation Management, 6, 32–47.Google Scholar
Van der Zee, K. I., Paulus, P., Vos, M., & Parthasarathy, N. (2009). The impact of group composition and attitudes towards diversity on anticipated outcomes of diversity in groups. Group Processes & Intergroup Relations, 12(2), 257–280.Google Scholar
Van Knippenberg, D., & Schippers, M. C. (2007). Work group diversity. Annual Review of Psychology, 58, 515–541.Google Scholar
Vera, D., & Crossan, M. (2004). Strategic leadership and organizational learning. Academy of Management Review, 29, 222–240.Google Scholar
Vessey, W. B., Barrett, J. D., Mumford, M. D., Johnson, G., & Litwiller, B. (2014). Leadership of highly creative people in highly creative fields: A historiometric study of scientific leaders. The Leadership Quarterly, 25, 672–691.Google Scholar
Wallas, G. (1926). The art of thought. New York: Harcourt Brace Jovanovich.Google Scholar
Wang, A. C., & Cheng, B. S. (2010). When does benevolent leadership lead to creativity? The moderating role of creative role identity and job autonomy. Journal of Organizational Behavior, 31, 106–121.Google Scholar
Watts, L. L., Steele, L. M., & Song, H. (2017). Re-examining the relationship between need for cognition and creativity: Predicting creative problem-solving across multiple domains. Creativity Research Journal, 29, 21–28.Google Scholar
Wilson, J. M. (2014). Henry Ford vs. assembly line balancing. International Journal of Production Research, 52, 757–765.Google Scholar
Wise, G. (1992). Inventions and corporations in the maturing electrical industry. In Weber, R. J. & Perkins, D. N. (Eds.), Inventive minds: Creativity in technology (pp. 291–310). New York: Oxford University Press.Google Scholar
Wong, P. K., Ho, Y. P., & Autio, E. (2005). Entrepreneurship, innovation and economic growth: Evidence from GEM data. Small Business Economics, 24, 335–350.Google Scholar
Yoshida, D. T., Sendjaya, S., Hirst, G., & Cooper, B. (2014). Does servant leadership foster creativity and innovation? A multi-level mediation study of identification and prototypicality. Journal of Business Research, 67, 1395–1404.Google Scholar
Yukl, G. (1998). Leadership in organizations (4th ed.). Englewood Cliffs, NJ: Prentice Hall.Google Scholar
Yukl, G. (2011). Contingency theories of effective leadership. In Bryman, A., Collinson, D., Grint, K., Jackson, B., & Uhl-Bien, M. (Eds.), The Sage handbook of leadership (pp. 286–298). London: Sage.Google Scholar
Zaccaro, S. J., Connelly, S., Repchick, K. M. et al. (2015). The influence of higher order cognitive capacities on leader organizational continuance and retention: The mediating role of developmental experiences. The Leadership Quarterly, 26, 342–358.Google Scholar
Zhao, H., & Guo, L. (2019). The trickle-down effects of creative work involvement: The joint moderating effects of proactive personality and leader creativity expectations. Personality and Individual Differences, 142, 218–225.Google Scholar
Zhou, Q., Hirst, G., & Shipton, H. (2012). Promoting creativity at work: The role of problem-solving demand. Applied Psychology: An International Review, 61, 56–80.Google Scholar
Zuckerman, M. (1979). Attribution of success and failure revisited, or: The motivational bias is alive and well in attribution theory. Journal of Personality, 47, 245–287.Google Scholar

Save element to Kindle

To save this element to your Kindle, first ensure no-reply@cambridge.org is added to your Approved Personal Document E-mail List under your Personal Document Settings on the Manage Your Content and Devices page of your Amazon account. Then enter the ‘name’ part of your Kindle email address below. Find out more about saving to your Kindle.

Note you can select to save to either the @free.kindle.com or @kindle.com variations. ‘@free.kindle.com’ emails are free but can only be saved to your device when it is connected to wi-fi. ‘@kindle.com’ emails can be delivered even when you are not connected to wi-fi, but note that service fees apply.

Find out more about the Kindle Personal Document Service.

Leading for Innovation
Available formats
×

Save element to Dropbox

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Dropbox.

Leading for Innovation
Available formats
×

Save element to Google Drive

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Google Drive.

Leading for Innovation
Available formats
×