Index
abusive supervision 84
Adrià, Ferran 30
advance incrementation 143
aggressiveness, commonality in creators and leaders 40
ambiguity: ideas-related 44–45; Implicit Creativity Theory of 45; management of 211, 218, 223, 224; tolerance for 142
antenarrative process 166
architects 30
artificial intelligence 3
artistic innovation: creative leadership in 11–12, 16–17, 171–188; collaboration in 182; envisioning of potentiality in 183; extension of events’ duration 180–181; leading in time aspect 171–173, 174–175, 174–184; research approach to 174; temporality work 178–180, 185; theoretical approach to 173–174; time patterning use 176–178, 185
artists: scanning activities of 62; see also artistic innovation; names of specific artists
assistant directors (ADs) 245
Atkins, Chet 221
attitudes: intellectual 146, 147; of leaders 140–142
authoritarian leadership 82–83, 84
autonomy: in decision making 97; of diverse teams 125, 127–128; of employees 82; of empowered teams 90
avant-garde artists see artistic innovation
Avary, Roger 251
balance theory, of wisdom 149
Baltes, Paul 150
“Big-B” variables 25
“Big-O” variables 25
Blanc, Raymon 30
Boulud, Daniel 30
Boyhood (film) 253
brokerage, creative integrative 208–227; affirmation of direction in 220–221; ambiguity management in 211, 216, 223, 224; bracketing and checking in 218–219; building legitimacy in 216–217; challenge absorption in 221; collaboration in 223; creative production in 211, 213, 215, 219–220; deferring decisions in 219, 220; defining proposed boundaries in 211, 212, 215, 218–219; definition of 209–211; final synthesis in 211, 213, 215, 221–222; future research possibilities 222–225; generative networks 217; idea synthesis in 210–211; negotiation in 210, 218; resource gathering in 211, 212, 214–218; role boundary setting in 220; tertius gaudens/tertius iungens approaches 209–210, 211, 215, 216, 217, 218, 220, 221, 224
Caine, Michael 249
causal analysis skill 68–69, 70
Cedroni, Moreno 30
championing: of ideas 141, 232–233; of new products 66, 68
change, leader’s response to 146
charismatic leaders/leadership 8–9, 42, 86; compared with transformational leadership 80, 81; lack of wisdom in 149; as pseudo-creative leaders 145
chefs see haute cuisine chefs
Churchill, Winston 149
cohesion, adverse effects of 89
collaboration: among team members 64, 65; in artistic innovation 182; in brokerage 223; in filmmaking 245; by haute cuisine chefs 157; in new product development 32–33; in team learning 99
collaborative context, of creative leadership 4, 6, 24, 27, 32–34, 244
collective leadership 12
competition, within teams 125–126
complying, as leadership practice 162–165
componential model, of creativity 96, 97–98, 99, 116
conceptual replication 142
confirmatory factor analysis (CFA) 104, 106
connectionist models 7, 45–47, 50–51
consciousness 46
constraints/constraint analysis 69, 70, 192
context, of creative leadership: components of 26–27; definition of 26; discrete level of 28–31; discrete variables in 25; effect on leadership type 193–194; levels and configurations 28–31; omnibus level of 28–31; researchers’ familiarity with 24; as research focus 156–157
contextual variability, in creative leadership research 6–7, 16, 23–38; levels and configurations of 28–31; metatheoretical model 24; organizational source of 31–34; quantitative tools-based 25
contingency theory: of creative synthesis process 193–194; of leadership 9, 96, 101, 116, 193–194
contingent contextual approach, to empowering leadership 82
Control Data Corporation 146
Corbusier, Le 30
creative contributions 244
creative industries 24–25; creator versus leader roles in 40
creative leadership research: differences within 15–18; in permanent or temporary structures 17; similarities within 14–15; time frame 17; variance or process approaches 17–18
Creative Leadership: Towards a Multi-Context Conceptualization (Mainemelis, Kark, and Epitropaki) 24
creative leaders/leadership: definition of 3, 156; foundations of 6–7; importance of 3; qualities and traits of 145–146; types of 142–146
creative work, definition 122, 173
creativity: collective 12, 209; definition 140, 244; domain-specificity of 145–146; negative aspects of 10, 39, 50, 139; as non-leader trait 41; radical versus incremental 86
creativity-leadership relationships 39–40, 85–90; contextual factors 88–89; temporal factors 88; theoretical perspective 87
cross-functional team members 67
curatorial leadership 13–14, 228–243; of hotel chains 236–237; idea classification 236–238; ideas championing 232–233, 238, 239; legitimacy of actions 233–234; in organizational creativity 230–232; perspective-taking process 235; portfolio management and 233–234, 238, 239
customers, empowering behavior of 82
Daniel, Marko 181
decision making, participative 96–97, 99
delegative leadership 194
Delpy, Julie 248
demagogues 139
Directing context: definition 6, 49; leader’s role in 27; organizational-related contextual variability 32
Directive context 10–12, 24; creativity-leadership convergence 7; definition 18; followers’ role in 5, 244; institutionalized or/and stratified 30; leader’s responsibility in 16, 27
Directive leaders/leadership: haute cuisine chefs as 156–179, 229; negative effects of 82–83; omnibus level 29–30; role of 229
directors: assistant (ADs) 245, 250–251; of films (see filmmaking, creative leadership in); of photography 245
discrete variables 25
disparity/(In)justice theory, of team diversity 9–10, 124, 125–126, 128
diversity see team diversity
DuPont 62
egocentrism fallacy 149
E. Howard & Co. 146
Einstein, Albert 39
emotions: connectionist networks and 46–47; shared 199
employee creativity: benefits of 95; halo effect on 9; incremental 9; organizational context of 33–34
empowering behavior, of customers 82
empowering team leadership 95–121; dimensions of 96–97; employee creativity effects 82; managerial implications of 116–117; measures of 104–105; team creativity relationship 9; team efficacy and 99–100, 102, 106–117; team independence and 106, 108–110; team learning behavior and 97–100, 102, 106–117; team motivation and 99; team task complexity and 96, 100–102, 106–117; theoretical implications of 116, 117; theory and hypotheses of 96–102
empowerment, psychological 82
enablement, of creativity 159–160, 164–165
entrepreneurship 48
ethical leadership see moral/immoral leadership
expectations: creativity-specific 97; ex-ante normative 34; normative 33
experience: creative growth and 142; openness to 42–43
expertise 142
external networks theory, of team diversity 124, 126, 128–129
Facilitating context: definition 49; differentiated from Directive context 244
Facilitating leaders/leadership: focus in 27; role of 229
Facilitative context 8–10, 24; convergent findings in 25; definition of 18; description of 4; discrete context 29; lack of creativity-leadership convergence 7; omnibus context 29; process-based research 17
film directors see filmmaking, integrative creative leadership in
filmmaking industry, integrative creative leadership in 14, 47–48, 244–258; autocratic versus democratic approach in 246–256; involvement of others 248–249; leader behaviors 48; need for control 247–248; personality factors in 247–248; process organization approach 252–255; research approach 246; role consolidation 250–251; same team members 249–250; secrecy of 249; technology use 251–252; vision creation in 47–48, 248–249
forward incrementation 143
Functional Model, of creative leadership 59–78; domain general nature of 60; firm (organization) leadership component 70, 71; key assumptions 60; management support component 65–76; project planning activities 62–63; scanning activities 61, 62; skills component 67–69, 70; team leadership component 64–65, 70, 71; theme identification 60, 62; work leadership component 62–63, 70–71
Gandhi, Mahatma (Mohandas) 149
Gates, Bill 48
Gehry, Frank 30
gender stereotyping 50
general leadership behaviors and style 8–9, 84–85
genius 40
Genius, Creativity and Leadership (Simonton) 39
GLOBE study 41
goals: shared 44; social context-based 47
Gropius, Walter 30
haute cuisine chefs, creative leadership practices 11, 15, 24, 26, 30, 156–179, 229; antenarrative process 166; collaborative approach 157; constraints imposed by 160; creative idea assessment 162–165; enablement of creativity 159–160, 164–165; hierarchical organizational structure of 48, 159; orientation of creative work 160–162, 164–165; synthesis use 157
Hawke, Ethan 248
height, as indicative of leadership 44
Henderson, Fergus 30
history, impact of great leaders on 39
ideas: as ambiguity source 44–45; assessment/evaluation of 63, 162–165; championing of 141, 232–233; effect on leadership potential 42; expression of 44–45; implicit beliefs about 43–44; rejection of 44; as uncertainty source 44–45
idea suggestion schemes 33
identity: in directive context 29–30; of organizations 33; shared, of team members 64
Implicit Creativity Theories (ICTs) 42–48; definition 42; Implicit Leadership Theories versus 7, 45
Implicit Leadership Theories (ILTs) 40–42, 44–48; connectionist models 45–47, 50–51; culturally implicit 41; definition 44; Implicit Creativity Theories versus 7, 45; of millennials 48–49; for non-creative contexts 48–49
information dissemination 96–97
information gathering for problem solving 62
information processing theory: of team diversity 124, 125, 128–129; of team task complexity 125
information technology (IT) 82
Inglorious Bastards (film) 249
innovation: radical 48; top-down 5–6, 48; see also artistic innovation
Insomnia (film) 254
Integrating context: definition of 6, 18, 49; organizational-related contextual variability 32
Integrative context 12–14, 24; creativity-leadership convergence 7; discrete level 30–31; generalizability of findings 31; omnibus level 30–31; process orientation 31; synthesis in 30
Integrative leaders/leadership: components 208–209; creative brokerage use in 208–227; curatorial approach of 230–243; as directive leadership 229; in filmmaking industry 244–258; synthesis use by 229
intelligence 148–149; academic 146, 147; commonality in creators and leaders 40; practical 146, 147–148; relationship to creativity 42; successful 146, 147
interactionist theory, of creativity 29
Interstellar (film) 249
invulnerability fallacy 150
Kill Bill (film) 250
King, Martin Luther 149
knowledge: effect on creative thinking 141; tacit 148
knowledge sharing 81, 83, 85; team status level-related 125
knowledge transfer 210
Lasseter, John 14, 245, 248–249, 252, 254
leader categorization theory 41–42
leadership-creativity relationship, negative aspects 89–90
Leadership in Administration (Selznick) 16
leadership potential 45
leadership styles 79; contextual variables 88–89; in creative synthesis process 200–201, 202; effect on employee creativity 85–90; measures of 86–87; overview of 8–9; see also specific leadership styles
leaders: historically great 39; interactions with followers 65; qualities of greatness 16; traits of 16, 40, 41; unsuccessful 149–150, 151; see also creative leaders/leadership; specific types of leaders and leadership
leading in time 171–173, 175–184
learning: collective 255; creativity as 98; democratic integrative 255–256; experiential 142; observational 100; organizational 32, 33, 63; self-reflection-related 63; see also team learning behavior
legitimacy, in brokerage 216–217
Linklater, Richard 14, 246, 247, 248, 253
Loiseau, Bernard 30
Lucas, George 14, 246, 249, 250, 251, 253–254
Lutyens, Edwin 30
management, support from 65–66
Manderlay (film) 251
Mao Tse-tung 39
marketing campaigns 63
Memento (film) 253
Mies van de Rohe, Ludwig 30
millennials, Implicit Leadership Theories of 48–49
mindset, effect on creativity perception 47
Miró, Joan 12, 18, 171–188; envisioning of potentiality by 183; extension of events’ duration by 180–181; leading in time by 175–184; temporality work of 173, 175, 178–180, 185; time patterning use 176–178, 185
mission: clarity of 65; empowering leadership and 99; functions of 60; planning-based 63
moral/immoral leaders/leadership 8–9, 83–84; priorities of 90
motivation: intrinsic 87, 88, 142; in team creativity 158
movie directors see filmmaking, creative leadership in
Multi-Context Model, of creative leadership 5, 6–7, 24, 27, 49; see also Directive context; Facilitative context; Integrating context
multi-organizational field design 80
multi-source time-lagged study 84
museum curators 13; see also curatorial leadership
music producers see Nashville country music producers
Mussolini, Benito 151
Nashville country music producers, brokerage practices of 211–223; bracketing and checking in 218–219; building legitimacy 216–217; creative production 211, 213, 215; deferring decisions 219; defining proposed boundaries 211, 212, 215, 218–219; final synthesis 211, 213, 215; generative networks 217; resource gathering 211, 212, 214–218; tertius gaudens/tertius iungens approaches 211, 216, 217, 218, 220, 221, 224
negotiation: in creative integrative brokerage 210, 218; in integrative leadership 208
networks: brokers within 209–210; connectionist 45–47; creative leadership within 12–13; dispersed 193, 194; external, team diversity and,124, 126, 128–129; generative 217; in integrative creative brokerage 209–210, 223–224; in integrative leadership 208
new product development: collaboration in 32–33; functional approach in 61; managerial support for 65–66; synthesis in 32–33
new products: championing of 66, 68; marketing ideas 63
Nobel Prize winners 62
obstacles, leader’s approach to 141
omnipotence fallacy 150
orchestra conductors 26, 30, 229
organizational commitment 89–90
organizational source, of contextual variability 31–34
organizational units, support from 66–67
organizations, identity of 33
Pacino, Al 254
paradigms, leader’s approach to 145
participative leadership 8–9, 81–82
Passard, Alain 30
performance, wisdom-based 150
personal assistants (PAs) 245
personality traits: of prototypical leaders 44; related to creativity 41, 42–43
perspective-taking process 235
Pitt, Brad 249
politics, creative leadership in 11
portfolio management 234–235, 238, 239
power-focused leaders/leadership 8–9
practicality, versus creativity 45
Prats, Joan 178
problem analysis 141
problem redefinition 141
problem solving 33; domain-specific skills for 97–98; effect of uncertainty on 48; functional approach 60; information gathering for 62; instructions for 198; intelligence-based 147, 148; planning in 62–63; supportive leadership and 85
process orientation 31
project planning activities 62–63
promotion focus 81, 82, 83–84, 85
prototypical leaders/leadership 41–42, 44; connectionist models 45–47; roles of 44
pseudo-creative leaders 145
pseudo-transformational leaders 145
psychological empowerment 82
psychological safety 82
Pulp Fiction (film) 251
R&D teams, empowering leadership-team creativity relationship 85, 102–117; analysis of 105–115; research methodology 102–105
reconstruction/redirection, in leadership 144
recruitment, of team members 64, 68, 70
redefinition, in leadership 142–143
redirective leadership 143–144
Redzepi, René 30
reflexive transversal analysis 11
reinitiation, in leadership 144
replicative leadership 142
resources, for creative work 60, 65–67
rewards: contingent 148; extrinsic 142
risk taking 50, 141; in creative integrative brokerage 210
role identity theory 85
Roosevelt, Eleanor 149
Roosevelt, Franklin D. 39
Sartre, Jean-Paul 39
Scabin, Davide 30
scientific revolutions 145
Selective Prototype Activation 50
self-efficacy: creative 65, 82, 85, 87; of creative leaders 141; of team members 99–100
self-schemas 47
Selznick, Philip 3
servant leadership 83–84, 86, 130, 200–201
shared emotions 199
shared leadership 201
skills: of creative leaders 67–69, 70, 140–141; creativity-related 97, 98, 116; domain-relevant 97–98, 116; domain-specific 145–146; evolution of 142; intellectual 146, 147, 148; of transactional leaders 145
social categorization theory, of team diversity 123, 124–125, 128–129
social context model, of creative idea recognition 47
social identity theory, of leadership 124, 130
socio-cognitive foundations, of creative learning 9–10, 39–55; connectionist models of 45–47, 50–51; Implicit Creativity Theories/Implicit Leadership Theories of 40–48, 50–51; unified creative leadership concept 49–50
standardization, effect on creativity 89, 90
Stravinsky, Igor 39
string quartets 26
support: from organizational units 66–67; for team work 61
supportive contributions 4, 244
supportive leadership 25, 84–85
Swank, Hilary 254
synthesis: creative 12; in creative integrative brokerage 210–211; as creative leadership 144; haute cuisine chefs’ use of 157; in Integrative context 30, 229; of leadership qualities 150–151; in new product development 32–33
synthesis process 191–207; collective attention direction of 197–198; collective resources for 194–195, 202; contexts of 193–194; contingency view of 193–194; definition of 192; in diverse teams 192, 193, 195; enactment of ideas 195–196; exclusion of viewpoints 199–200; goals of 198–199; idea-generation paradigm 192; leader behaviors 195–200; leadership in 193–202; leadership style 200–201, 202; overview of 191–207; similarities among group members 198–200; time management in 195
Tarantino, Quentin 14, 246, 247, 249, 250, 251, 254, 255
task motivation 99
team-based structures 95
team creativity: in haute cuisine 157–162; leadership empowerment relationship 9, 95–121; measures of 104; motivation in 158
team diversity 122–136; definition of 122; disparity/(In)justice theory of 9–10, 124, 125–126, 128; external networks theory of 9–10, 124, 126, 128–129; information processing theory of 9–10, 124, 125, 128–129; integrative framework 126–131; social categorization theory of 9–10, 123, 124–125, 128–129
team effectiveness model 95–96
team efficacy: empowering leadership relationship 101–102, 112, 113–117; importance of 99–100; measures of 104, 106–111
team interdependence 106, 108–111
team learning behavior: as collective process 98–99; empowering leadership relationship 97–102, 106–117; measures of 104, 106–111
team members: collaboration among 64, 65; cross-functional 67; recruitment 64, 68, 70
team motivation 99
team task complexity 9–10; definition 96, 101; empowering leadership relationship 101–102, 113–115, 116, 117; information processing theory of 125; measures of 104, 108–112
team work: resources for 61; support for 61
temporality work 172, 173, 178–180, 185
tertius gaudens/tertius iungens approaches, in creative integrative brokerage 217, 221, 224; for ambiguity management 216; for decision deferment 220; emphasis and functions of 209, 211, 215; in negotiation 218
thinking skills, creative 67–68, 70
time frame, of creative leadership effects 17
time patterning 172, 176–178, 185
transactional leaders/leadership 8; approach of 145; compared with transformational leadership 81; practical intelligence of 147–148; skills of 145
transformational leaders/leadership 8–9, 39, 86, 144–145; approach of 145; compared with transactional leadership 81; of diverse teams 127, 130; effect on creativity 65; employee creativity relationship 80–81; leadership style 145; negative aspects 89; Nelson Mandela as 150–151; task independence and 89
Troisgos, Michel 30
Tucker-Lewis Index (TLI) 104
uncertainty: avoidance of 82; effect on problem solving 48; ideas-related 44–45; intolerance to 44, 47; tolerance to 44
unconventional behavior 48, 85
unified creative leadership concept 49–50
unrealistic-optimism fallacy 149
Whitney Museum of American Art 237–238
WICS see wisdom, intelligence, creativity, synthesized (WICS) model, of leadership
wisdom: balance theory of 149; relationship to creativity 42, 43; as a skill 69, 70
wisdom, intelligence, creativity, synthesized (WICS) model, of leadership 10–11, 139–155; intelligence component 146–148; synthesis component 150–151; wisdom component 148–150
work environment: creative 64–65; leader’s establishment of 60, 64–65, 71; perceptions of 64–65
Wright, Frank Lloyd 30
Zuckerberg, Mark 48