Abstract
It is assumed that leaders are essential in shaping and facilitating successful innovation and creativity in organizations. Both through direct leadership behaviors (e.g., by vision formulation) and through more indirect leadership behaviors (e.g., by role modeling). While these leadership behaviors seem both positive and productive, they may also hold risks of unintended, adverse results. In the current article, two ways are proposed in which this may occur: through contradictory leadership behaviors and a too‐much‐of‐a‐good‐thing effect. Future research in and awareness of the potential dark sides to leadership for creativity and innovation are warranted.
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
