Samuel T. Hunter

Climate for Creativity: A Quantitative Review

Abstract Creativity is commonly held to emerge from an interaction of the person and the situation. In studies of creativity, situational influences are commonly assessed by using climate measures. In the present effort, a meta-analysis was conducted to examine 42 prior studies in which the relationships between climate dimensions, such as support and autonomy, and various indices of creative performance were assessed. These climate dimensions were found to be effective predictors of creative performance across criteria, samples, and settings. It was found, moreover, that these dimensions were especially effective predictors of creative performance in turbulent, high-pressure, competitive environments. The implications of these findings for understanding environmental influences on creativity and innovation are discussed.

Innovation in Organizations: A Multi-Level Perspective on Creativity

Recognizing the impact of innovation on organizational performance, scholars from a number of disciplines have sought to identify the conditions that make innovation possible. Although these studies have served to identify a number of key variables, the relationship between these variables and innovation is complex. In this chapter, we argue that the apparent complexity of these relationships may be attributed to cross-level differences in the requirements for innovation and the existence of complex interactions among the phenomena operating at a given level of analysis. The implications of this multi-level perspective for understanding how innovation occurs in organizational settings are discussed.

Leading for Innovation : Direct and Indirect Influences

Despite growing interest in developing and producing creative products, much remains unknown about how to best facilitate the innovative process. Through a review and integration of creativity, innovation, and leadership literatures, we propose that leaders are one of the primary driving forces in increasing innovative output. To help clarify how leaders achieve this influence, we offer a model of leading for innovation where creativity and innovation are depicted as series of interrelated processes that span multiple levels of analysis (individual, team, and organization). The proposed framework illustrates the direct and indirect ways direct leaders enhance innovation with the resulting discussion helping to highlight the range of behaviors and activities that leaders might engage in to help encourage creative productivity. The implications of our model for HRD scholars, professionals, and other stakeholders—such as executive level leaders, retailers, investors, and consumers—are also discussed.

Applying Multiple Knowledge Structures in Creative Thought: Effects on Idea Generation and Problem-Solving

Prior studies have indicated that multiple knowledge structures, schema, associations, and cases, are involved in creative thought. Few studies, however, have examined how these different knowledge structures operate together in idea generation and creative problem-solving. Accordingly, in the present study 247 undergraduates were asked to generate ideas relevant to a social innovation problem and then provide a potential solution to the problem. A training manipulation was used to encourage application of schematic, associational, or case-based knowledge either alone or in combination. It was found that prompting use of a single knowledge structure, specifically schema or associational knowledge, resulted in the production of more high quality ideas. However, prompting use of multiple knowledge structures, specifically combining either schema or associations with cases, resulted in the production of higher quality and more original problem-solutions. The implications of these findings for understanding the role of different knowledge structures in creative thought are discussed.

Planning for innovation: A multi-level perspective

Scholars continue to debate whether planning, in fact, contributes to creativity and innovation. In this chapter, we argue that planning is critical to innovation and will contribute to the generation of viable new ideas. Effective planning, however, must be based on an incremental approach involving a viable portfolio of projects. The implications of this model for the management of innovation at the organizational, group, and individual levels are discussed. Potential new directions for research are considered, along with the models implications for the management of creative ventures.

A Historiometric Examination of Machiavellianism and a New Taxonomy of Leadership

Although researchers have extensively examined the relationship between charismatic leadership and Machiavellianism (Deluga, 2001; Gardner & Avolio, 1995; House & Howell, 1992), there has been a lack of investigation of Machiavellianism in relation to alternative forms of outstanding leadership. Thus, the purpose of this investigation was to examine the relationship between Machiavellianism and a new taxonomy of outstanding leadership comprised of charismatic, ideological, and pragmatic leaders. Using an historiometric approach, raters assessed Machiavellianism via the communications of 120 outstanding leaders in organizations across the domains of business, political, military, and religious institutions. Academic biographies were used to assess twelve general performance measures as well as twelve general controls and five communication specific controls. The results indicated that differing levels of Machiavellianism is evidenced across the differing leader types as well as differing leader orientation. Additionally, Machiavellianism appears negatively related to performance, though less so when type and orientation are taken into account.

Skew and Internal Consistency

The effects of skew on the standardized item alpha were examined with Monte Carlo techniques. Alphas computed from normal variables were compared with alphas from lognormal variables, ranks, and skewed versus normal Likert-type variables. The extent and direction of skew were varied, as was the size of the population interitem correlation (rho), the number of items, and the number of categories for Likert-type variables. Because the average interitem correlation affects alpha and skew affects the average interitem correlation, the effect of skew on the average interitem correlation also was examined. Results indicated that skew decreased the average interitem correlation and produced small decreases in alpha that were largest when skew was large, rho was small, items were skewed in opposite directions, and there were fewer items.

Planning for innovation: A process oriented perspective

Publisher Summary Organizations continue to place an ever-increasing premium on innovation—the successful implementation of novel and useful ideas. The reasons for the pursuit of innovation are seemingly quite justified. Simply put, businesses that can bring products to market before competitors stand to have a unique competitive advantage over those that lag in development. Moreover, organizations that continually seek new and novel ways to operate might also gain a competitive advantage over those businesses that continue to engage in outdated and inefficient practices. Planning is not a “set and forget” activity—leaders cannot develop a plan and put the innovation to function on autopilot. Planning, in general, requires constant monitoring. Planning for innovation requires even greater attention and flexibility. For those willing to invest time and energy, planning for innovation can provide leaders with a useful means to create movement toward an innovation strategy. The tendency to avoid the often risk-saturated opportunities characterizing innovation means some guidance is necessary to put organizations on a creative path. The development of innovation plans, even with their complexity and need for near constant attention, provide this “push” necessary for moving toward unknown territory.

Enhancing work outcomes of employees with autism spectrum disorder through leadership: Leadership for employees with autism spectrum disorder

The focus of this study was to identify leader behaviors that elicit successful engagement of employees with autism spectrum disorder, a population that is powerfully emerging into the workplace. The ultimate goal was to improve the quality of life of employees with autism spectrum disorder by facilitating an environment leading to their success. Through a series of interviews with 54 employees with autism spectrum disorder, results indicated that leadership has a great effect on employee attitudes and performance, and that the notion of leadership preferences is quite complex culminating in several important behaviors rather than one superior leadership theory. Implications and future research directions are discussed.

Charismatic, Ideological, and Pragmatic Leaders' Influence on Subordinate Creative Performance Across the Creative Process

Using the charismatic, ideological, and pragmatic (CIP) model of leadership as a framework, 2 primary research questions were examined. First, when engaging in different tasks along the creative process, does leadership style influence the creative performance of subordinates? Second, how does the level of stress, to which subordinates are exposed, moderate the relationship between leadership style and creative performance? Hypotheses were tested using a laboratory-based design, where 336 participants engaged in 3 unique creative tasks specifically designed to represent the different steps along the creative process. The results indicate that charismatic leaders influence subordinate creative performance above and beyond pragmatic and ideological leaders on middle-stage creative tasks. Moreover, higher levels of stress decreased individual creative performance in terms of ratings of quality, but not originality. Additionally, stress had the least amount of impact on those individuals with a pragmatic leader. Implications and directions for future research are discussed.