Edited by Michael D. Mumford and Sven Hemlin
Chapter 23: Creativity-stimulating leadership in R & D groups
This chapter reports on a study that showed how followers in academic and industrial R & D groups perceived when and how group leaders stimulated their creativity as well as why they this was believed to be creative. A modified version of the critical incident technique was used in interviews with followers to collect creative incidents. Data were subject to a content analysis. The procedure resulted in six situational, six behavioral and six reason categories. The highest ranked categories according to frequency of behavioral incidents dealt with how leaders provided expertise. This was typically done in situations of research meetings and supervision. The most frequent reasons were attributed to the advancement of research. University and industry respondents to a great extent reported similar incidents, but a few differences were found. Leader behavior when stimulating creativity in R & D groups is discussed. Finally, limitations, further research and implications of the study are suggested.
You are not authenticated to view the full text of this chapter or article.
Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.
Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.
Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.