Leadership is vital to creativity and successful innovation in groups and organizations; leadership is however seldom studied in the academic literature as a creativity driver. One reason for the lack of attention paid to leadership’s effect on creativity may be the common belief that creativity cannot and should not be managed. Creative individuals and groups are regarded as, and indeed often are, autonomous and self-driving. From this belief the erroneous conclusion is drawn that there is no need for leadership in creative environments and situations. The better conclusion, proposed by this book, is that leadership not only stimulates creativity, but that such a leadership in the science, technology, and innovation fields should specifically possess at least two features: a) expertise in the field(s), and b) an ability to create, support, and encourage individuals, groups, and creative knowledge environments.
A number of specialist authors in this volume offer original theoretical, empirical, and applied chapters that elucidate how to better organize and lead creative efforts in science, technology, and innovation. A number of important research questions are raised and answered, including: What kinds of leaderships are needed at different levels of S&T organizations for a creative output? What social and cognitive abilities and skills are needed for leadership in creative environments? How does leadership vary with different phases of the creative process? This book offers concrete analysis of how leaders and managers can facilitate, promote, and organize for creative performance in science, technology, and in innovating organizations, making it required reading for academic and industrial research leaders, scientists, and engineers.
1. Introduction Sven Hemlin, Carl Martin Allwood, Ben R. Martin, and Michael D. Mumford Part 1: Theoretical Section 2. Leading Scientists and Engineers: Cognition in a Socio-Technical Context Michael D. Mumford, David Peterson, and Isaac Robledo 3. What Connects Leadership and Creativity? The Mechanisms through Which Leaders May Influence Follower and Team Creativity Leif Denti and Sven Hemlin 4. Leadership, Innovation, and Technology: The Evolution of the Creative Process Samuel T. Hunter, Nicole Ginther, and Joshua Fairchild Part 2: Empirical Section 5. Academic Leadership of High-Performing Research Groups Maaike Verbree, Inge van der Weijden, and Peter van den Besselaar 6. Generation and Life Cycle Effects on Academic Leadership Maaike Verbree, Inge van der Weijden, and Peter van den Besselaar 7. Time to Create: Pathways to Earlier and Later Creative Discoveries in Noble Prize Winners Dawn L. Eubanks, Michael E. Palanski, Juani Swart, Michelle Hammond, and Joy Oguntebi Part 3: Implications Section 8. Succession Planning for Scientific Positions: Identifying, Developing, and Retaining Leaders for Innovation Ginamarie S. Ligon, Kate T. Dembroski, Robyn C. Mapp, Gamesa Zongrone, and Bianca M. Zongrone 9. Leading Interdisciplinary Creative Teams: Challenges and Solutions Roni Reiter-Palmon, Triparna de Vreede, and Gert-Jan de Vreede 10. Leadership and Followership in Science and Technology Michael E. Gorman 11. Creative Leadership: Meaning and Value for Science, Technology, and Innovation Gerard Puccio, Marie Mance, and Jeffery Zaco-Smith 12. Conclusions Sven Hemlin, Carl Martin Allwood, Ben R. Martin, and Michael D. Mumford
This innovative series explores the role of innovation and innovation management and technological advances from an organizational perspective. This series brings together theories from a wide range of individual disciplines and examines both the internal understanding and management and also an external, shareholder perspective. Routledge Studies in Innovation, Organizations and Technology (RIOT!) features cutting -edge research addressing all the major issues in business and management today, helping to define and advance the field.