Handbook of Research on Leadership and Creativity
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Handbook of Research on Leadership and Creativity

Edited by Michael D. Mumford and Sven Hemlin

The rapid pace of technological change and globalization of products, competition and services have conspired to place a new premium on innovation for firms across the world. Although many variables influence creativity and innovation, the effective leadership of creative teams has proved especially important. This timely Handbook presents the state of the art for what leaders must do to lead creative teams and how they should do it.
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Chapter 9: The social footprint of champions and promoters as creative leaders in innovating and executing

Jan Kratzer and Ingo Michelfelder

Abstract

The distribution of roles among the team members is crucial to their creative performance. Teams require leaders who orchestrate the other members’ access to and the distribution and dissemination of knowledge and information of different kinds. Prior research has stressed the importance of such members or champions, who emerge informally and help to overcoming barriers to innovation. The authors’ literature study addresses the question whether leaders as champions and promoters in different internal and external social networks of teams contribute to the team’s overall creative performance. In addition, this question is investigated in the context of ambidexterity, which links processes of innovating and executing. The study integrates concepts of champion behavior, social network theory, creativity theories, promoter theory, and ambidexterity theory and results in seven propositions.

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