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Jeffrey B. Schmidt and Logan L. Watts

Although the fields of marketing and leadership have historically demonstrated little cross-fertilization of ideas, concepts, and theories, this chapter proposes that these two domains have much to gain from research that attempts to integrate these rich areas. Along these lines, two promising areas of future research are proposed for investigating the leadership of creative efforts in the marketing domain –developing a market-orientation climate and managing the constraints of product, price, place, and promotion activities.

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Logan L. Watts, Tyler J. Mulhearn, E. Michelle Todd and Michael D. Mumford

Although the external evaluation of ideas was once held to inhibit creative thought, the role of evaluation has recently been reconceptualized as a tool with the potential to facilitate the generation and implementation of creative ideas. Along these lines, idea evaluation is proposed as a critical, albeit virtually unexamined, function of leaders operating in creative domains. However, leader idea evaluation is a complex, demanding activity. This chapter proposes a number of key challenges and constraints bearing on leader idea evaluation processes, as well as capabilities that may be expected to facilitate the appraisal and revision of followers’ ideas. Several strategies are proposed for supporting the development and execution of these critical leader capabilities, such that follower creativity and organizational innovation are enhanced.

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Michael D. Mumford, Logan M. Steele, Tyler J. Mulhearn, Tristan McIntosh and Logan L. Watts

Although, traditionally, planning has not been seen to be critical to the success of creative efforts, more recent studies indicate that leader planning may, in fact, prove crucial. In this chapter, the authors argue that leaders must work with expertise to craft adaptive plans that allow opportunities for creativity to emerge. They examine the skills leaders need to work with expertise in planning, stressing the importance of scanning, causal analysis, forecasting, and sensemaking. The implications of these observations for the selection and development of those asked to lead creative efforts are discussed.