26E04903 - IDBM Capstone: Global Virtual Teamwork, 24.02.2020-29.05.2020

Workshop 5 (24.3.) Leadership for creativity

• Workshop 5 (24.3.) Leadership for creativity
  

  Workshop 5 (24.3.) Leadership for creativity

  Missing answers to sli.do questions:

  1. Are there any best practices for avoiding task silos? [48min]

  First, it is important to acknowledge the risk for task silos and the negative outcomes of them, and consciously aim to avoid them. Second, it is important to ask (and also listen) employees’ interests about their job description regularly and be willing to change them (job descriptions, not employees) if they decrease e.g. job engagement and satisfaction instead of increasing them. In the end, employees are the experts of their own experiences. Some people appreciate more task variety, whereas others may be happy with less variety. (Hanne)

  2. This feels almost like a recipe for an ideal leader – I have never had this – I had the exact opposite. What do you recommend if we are under ”bad” leadership? [51min] 

  If you have a good and open relationship with your leader, you can bring up the things that does not work in the leadership. A smart and engaged leader should be willing to hear if there’s something wrong and motivated to improve their leadership. However, when it comes to changing other people’s behaviour, unfortunately our means are very limited. Thus, we cannot change our leader’s behaviour in better if the leader’s him/herself is not willing to change. In that case, I would recommend you to seek for the answer in yourself. If you feel satisfied, engaged and motivated in your work despite bad leadership, you don’t need necessarily have to do anything. However, if the leadership affects your wellbeing and work performance, I would recommend you to search for other options. (Hanne)

  (workshop materials at the end of the page)
  

  
  

  Learning objectives
  

  • Describing the elements of leadership for creativity in organizations

  Mandatory reading

  • Mumford, M. D., Scott, G. M., Gaddis, B. & Strange, J. M. (2002) Leading creative people: Orchestrating expertise and relationships. The Leadership Quarterly, 13, 705-750.

  
  

  Optional readings

  • Amabile, T. M., Barsade, S. G., Mueller, J. S., & Staw, B.M. (2005). Affect and creativity at work. Administrative Science Quarterly, 50(3), 367–403.
    
  • Amabile, T. M., & Pratt, M. G. (2016). The dynamic componential model of creativity and innovation in organizations: Making progress, making meaning. Research in Organizational Behavior, 36, 157–183.
  • Baer, M., & Frese, .(2003). Innovation is not enough: Climates for initiative and psychological safety, process innovations, and firm performance. Journal of Organizational Behavior, 24(1), 45–68.
  • Baer, M., & Oldham, G. R. (2006). The curvilinear relation between experienced creative time pressure and creativity: Moderating effects of openness to experience and support for creativity. Journal of Applied Psychology, 91(4), 963–970.
  • De Dreu, C. K. W. (2006). When too little of too much hurts: Evidence for a curvilinear relationship between conflict and innovation in teams. Journal of Management, 32(1), 83–108.
  • Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350–383.
  • Kark, R., & Carmeli, A. (2009). Alive and creating: The mediating role of vitality and aliveness in the relationship between psychological safety and creative work involvement. Journal of Organizational Behavior, 30(6), 785–804.
  • Liu, D., Liao, H. & Loi, R. 2012. The dark side of leadership: A three-level investigation of the cascading effect of abusive supervision on employee creativity. Academy of Management Journal, 55, 5, 1187-1212.
  • Oldham, G. R., & Cummings, A. (1996). Employee creativity: Personal and contextual factors at work. Academy of Management Journal, 39(3), 607–634.
  • Yoshida, D. T., Sendjaya, S., Hirst, G. & Cooper, B. (2014). Does servant leadership foster creativity and innovation? A multi-level mediation study of identification and prototypicality. Journal of Business Research, 67, 1395-1404
  • Yuan, F., & Woodman, R. W. (2010). Innovative behavior in the workplace: The role of performance and image outcome expectations. Academy of Management Journal, 53(2), 323–342.
  • Zhang, X., & Bartol, K. M. (2010). The influence of creative process engagement on employee creative performance and overall job performance: A curvilinear assessment. Journal of Applied Psychology, 95(5), 862–873.

  
  

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    Workshop slides File

    PDF document
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    Workshop recording File

    Video file (MP4)