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Caroline McCracken-Flesher

In the third chapter, McCracken-Flesher examines the reception and afterlife of the persona and works of the iconic Scottish author Sir Walter Scott. In addition to helping to shape the romantic novel genre, Scott was deeply enmeshed in Scottish national life and history. Through his work—both artistic and scholarly—Scott became what McCracken-Flesher calls a “transcendent authority” of Scottish history and identity at once engaged with and deliberately removed from the social and religious conflicts of his time.

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Kathrin Rosing

Transformational leadership has been discussed as one of the most important leadership styles influencing follower creativity. However, recently, doubts have also been voiced that question the perfect match between transformational leadership and creativity. In this chapter, the author reviews the extant literature on transformational leadership and creativity with a focus on underlying mechanisms and boundary conditions in order to establish a more comprehensive understanding of how and when transformational leadership impacts follower creativity. Although research has been prospering in the last two decades, there are still important questions that need to be answered. Therefore, she suggests several avenues for future research, especially concerning the theoretical foundations of transformational leadership and a more differentiated analysis of the impact of transformational leadership on follower creativity.

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Jan Kratzer and Ingo Michelfelder

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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John Paul Stephens and Abraham Carmeli

The authors develop a theoretical model that explains why and how relational leadership, through the qualities of respectful engagement and caring, enhances individual creative work involvement. They delineate two pathways to thriving, which, in turn, fosters creative work involvement. The first elucidates the mechanisms by which mutually respectful engagement in the leader–follower relationship helps individuals to develop meaningfulness in working, whereas the second pathway illuminates how mutual caring in the leader–follower relationship helps individuals to develop meaningfulness at work. They suggest that both forms of meaningfulness enable employees to thrive (experience both aliveness and learning), thereby enhancing their creativity. Furthermore, they propose and help uncover motivational conditions that might enhance the linkages between relational leadership, meaningfulness, thriving, and creativity. In so doing, they contribute to the literature by providing a fine-grained theory of how mutual respectful engagement and caring in interactions across various roles and functions help individuals to more fully engage in creative efforts.

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Edited by Peter Iver Kaufman and Kristin M.S. Bezio

The preface, by Kristin M.S. Bezio, begins with a definition of “culture” and an explanation of how culture—and, specifically, cultural works like literature, art and music—engages in leadership, both on its own and through those who create it.

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Jennifer L. Airey

Chapter 4 presents the argument that Mary Shelley—author of Frankenstein—was skeptical about an author’s ability to engage in leadership in spite of her own iconic status. In Mathilda, written just after Shelley published Frankenstein, Shelley presents literature as both dangerous and banal, simultaneously able to corrupt and unable to effect change. The chapter suggests that Shelley deliberately inverts the traditional paradigm that women are more subject to authorial influence than men, suggesting that the male reader is susceptible to literature’s moral sway in a way that the female reader is not. By extension, the male author claims a position of literary authority from which the female author is entirely excluded, bespeaking the irrelevance of Romantic philosophy to the lived female experience.

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Kristin M.S. Bezio

The first chapter addresses Christopher Marlowe, whose influence over his own time was significant, as he was one of the first playwrights to develop the dramatic formula we have come to associate with the now more famous Shakespeare. In the years since his death in 1593, Marlowe has become an icon of early atheism and heresy, as well as resistance to an authoritarian government. In addition to his impact on the dramatic genre, Marlowe’s work, particularly Massacre at Paris, shows disdain for the violence that seemed to him endemic to the English Reformation, and suggests a nihilistic view of religion as detrimental to society.

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Roni Reiter-Palmon and Ryan P. Royston

Team creativity has been recognized as an important to organizational success in a competitive market. Organizations face complex problems and frequently utilize teams to solve these problems because of the diverse perspectives, knowledge, and experience of team members. However, creative teams frequently encounter challenges and obstacles to effective problem solving. Leaders of creative teams play a critical part in facilitating team creative problem solving, team effectiveness, and creative outcomes. In this chapter, the authors review the literature on creative team leadership and discuss the vital role of creative team leaders in managing the creative problem-solving effort, managing team social processes, and managing the environment in which the team functions. Leaders manage the creative problem-solving process through facilitating idea generation, promoting effective problem construction, encouraging information sharing among team members, assisting in idea evaluation and selection, and providing support throughout the problem-solving process. Leaders further manage team interactions through capitalizing on the functional diversity of team members, creating an environment of psychological safety and trust, supporting a climate of innovation, managing task and relational conflict, and facilitating effective communication and collaboration. Finally, leaders manage the external environment, referring to both the internal organizational environment (but external to the team), as well as the environment external to the organization. Successful management of the external environment is accomplished by ensuring the team has adequate resources, facilitating communication and collaboration with other teams and with the environment outside of the organization, and serving as a “champion of innovation.”

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Michael D. Mumford, Sven Hemlin and Tyler J. Mulhearn

In recent years, it has become apparent that the success and survival of firms depends on sustained innovation and the creative efforts of employees. Although many variables influence creativity and innovation, leadership has been found to be one of the most notable, and most powerful, influences on creativity and innovation. In this volume, the editors and contributors examine what is known about the effective leadership of creative efforts with respect to key functions performed by the leaders of creative efforts, the models used to explain the leadership of creative efforts, and the domains, areas, in which we see leadership of creative efforts. This chapter provides an overview of the nature and significance of the topic of this volume, the leadership of creative efforts, and the conclusions emerging from the various chapters included in this volume. Directions for future research are discussed.

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Scott G. Isaksen

This chapter makes some important distinctions among the concepts of work environment, organizational culture, and climate. It presents a comprehensive model to help outline how leaders can shape a work environment that supports creativity and innovation. Nine dimensions of the climate for creativity that leaders can affect directly are defined, and research that illustrates how each influences climate and creative performance is summarized. Illustrative behavioral suggestions for leaders are provided for each dimension. Twelve other organizational factors that leaders can affect indirectly are also defined and reviewed. A few illustrative actions are provided that leaders can take to influence each of these factors. The chapter closes with six high-level suggestions for how leaders might apply these suggestions.