Creativity-stimulating leadership in R & D groups

• This chapter reports on a study that showed how followers in academic and industrial R and 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 and D groups is discussed. Finally, limitations, further research and implications of the study are suggested. © Michael D. Mumford and Sven Hemlin 2017. All rights reserved.

Ämnesord

SAMHÄLLSVETENSKAP  -- Psykologi (hsv//swe)

SOCIAL SCIENCES  -- Psychology (hsv//eng)

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