Show simple item record

dc.contributor.authorVessey, W.
dc.contributor.authorBarrett, J.
dc.contributor.authorMumford, M.
dc.contributor.authorJohnson, Genevieve
dc.contributor.authorLitwiller, B.
dc.date.accessioned2017-01-30T13:04:49Z
dc.date.available2017-01-30T13:04:49Z
dc.date.created2016-01-07T20:00:18Z
dc.date.issued2014
dc.identifier.citationVessey, W. and Barrett, J. and Mumford, M. and Johnson, G. and Litwiller, B. 2014. Leadership of highly creative people in highly creative fields: A historiometric study of scientific leaders. Leadership Quarterly. 25 (4): pp. 672-691.
dc.identifier.urihttp://hdl.handle.net/20.500.11937/28397
dc.identifier.doi10.1016/j.leaqua.2014.03.001
dc.description.abstract

In recent years there has been a marked increase in the study of the influence of leadership on creativity, and the effects of this relationship on organizational performance. While a number of explanations have been broached with regard to the positive effects of leadership on creativity, many of these studies propose different, and often contradictory, methods for leaders to achieve these positive effects on creativity within their organizations and work groups. Additionally, little work has been done examining the effects of leadership on highly creative people in fields requiring creativity. The purpose of this study is to examine two existing leadership theories with regard to their viability as models to explain creative performance of eminent scientists. Eminent scientists represent a population of leaders of highly creative individuals in a field that values the production of innovative ideas and products as a marker of performance. Ninety-three excerpts from the biographies of scientists were content coded for leader behaviors and performance criteria. The results of this analysis indicate that a model based on strategic planning and product championing may serve to explain the positive effects of leadership on creativity in a highly creative population.

dc.titleLeadership of highly creative people in highly creative fields: A historiometric study of scientific leaders
dc.typeJournal Article
dcterms.source.volume25
dcterms.source.number4
dcterms.source.startPage672
dcterms.source.endPage691
dcterms.source.issn1048-9843
dcterms.source.titleLeadership Quarterly
curtin.departmentSchool of Education
curtin.accessStatusFulltext not available


Files in this item

FilesSizeFormatView

There are no files associated with this item.

This item appears in the following Collection(s)

Show simple item record