Capitalizing on Creativity at Work
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Capitalizing on Creativity at Work

Fostering the Implementation of Creative Ideas in Organizations

Edited by Miha Škerlavaj, Matej Černe, Anders Dysvik and Arne Carlsen

How does one implement highly creative ideas in the workplace? Though creativity fuels modern businesses and organizations, imaginative ideas are less likely to be implemented than moderate ones. The crux of this issue is explored as contributors present and analyze remedies for capitalizing on highly creative ideas.
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Chapter 10: Economic and social leader–member exchange, and creativity at work

Robert Buch and Bård Kuvaas


Since its inception over 40 years ago, a growing body of scholarly literature has accumulated on the leader–member exchange (LMX) relationship. LMX theory began as an alternative to average leadership style (Graen and Uhl-Bien, 1995) and is based on the notion that leaders do not treat all subordinates alike, but rather develop high-quality relationships with some (that is, the ‘in-group’), and low-quality relationships with others (that is, the ‘out-group’). Unlike traditional leadership theories, LMX theory is unique in its adoption of the relationship itself as the level of analysis as opposed to explaining leadership as a ‘a function of personal characteristics of the leader, features of the situation, or an interaction between the two’ (Gerstner and Day, 1997, p. 827). While high-quality LMX relationships are long term, based on trust and mutual liking, low-quality LMX relationships are limited to the transactional part of the employment contract (Bernerth et al., 2007). To date, several meta-analytical reviews demonstrate positive associations between high-quality LMX relationships and outcomes such as performance ratings, objective performance, job satisfaction, and organizational commitment (for example, Graen and Uhl-Bien, 1995; Gerstner and Day, 1997; Ilies et al., 2007; Dulebohn et al., 2012; Rockstuhl et al., 2012).

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