Creative Leadership Research Articles

Unlocking Success: Human Resource Management for Startupreneur

The purpose of this study is to find out how Human Resource Management (SDM) helps startupreneurs succeed. The study takes a qualitative approach, doing a thorough literature assessment of SDM practices pertinent to the startup setting, considering the background that startupreneurs face in managing human resources in a dynamic business environment. The research finds SDM best practices and methods that can support startupreneurs in their long-term success through a thorough examination of academic literature, industry reports, and relevant case studies. The findings of the research emphasize how crucial it is to choose and recruit carefully to draw in the greatest candidates, foster an innovative culture within the company, implement adaptive performance management, and produce creative leaders. Startupreneurs can enhance their business sustainability, promote growth, and optimize organizational performance by proficiently grasping and employing these SDM approaches. To sum up, SDM management is not just an administrative duty; it is also essential for startup entrepreneurs to overcome obstacles and thrive in a cutthroat industry.

The reality of creative leadership among public schools’ principals enrolled in the Directorate of Education of the Southern Mazar Brigade from the teachers’ perspective

The reality of creative leadership among public schools’ principals enrolled in the Directorate of Education of the Southern Mazar Brigade from the teachers’ perspective

Effect of Mentorship on Performance of Mission Hospitals in Kenya

Purpose: Those who employ creative leadership tend to do so by creating conditions which promote creativity. Creating such conditions are described as psychological, material, and/or social supports that trigger, enable, and sustain creative thinking in others. The study sought to establish the effect of mentorship creative leadership practice on performance of mission hospitals in Kenya and to establish the moderating effect of perceived organizational support on the effect of mentorship creative leadership practice on performance of mission hospitals in Kenya.
 Methodology: The study was grounded on servant leadership theory and Transactional Leadership Theory. The cross-sectional survey design was used as the study design with the positivist philosophy also being adopted. The sample populations comprised 285 Mission hospital staff at middle or lower levels of employment selected through census. Questionnaire was the main data collection instruments. This was tested for validity and reliability before being used for the study. Collected data was analyzed quantitatively using SPSS 24th version software and was presented in the form of descriptive and inferential results. Descriptive statistics involved percentages, means and means of Standard deviations while inferential involved linear regression analysis. The study results were presented through use of tables and figures
 Findings: The findings of the study underscore the substantial influence of effective mentorship in enhancing both individual and organizational performance in the context of Mission hospitals in Kenya. The strong agreement among respondents on the various aspects of mentorship, combined with the significant statistical correlation between mentorship and improved hospital performance, underscores the value of investing in robust mentorship programs. Perceived organizational support moderates the effect of mentorship on performance of Mission hospitals in Kenya.
 Unique Contribution to Theory, Practice and Policy: The study recommends that healthcare institutions prioritize the development and enhancement of mentorship programs. These programs should focus on leadership development, skill acquisition, and professional growth, tailored to the diverse needs of individual employees. From the study, Mentorship could explain upto 63.1% of the performance of mission hospitals in Kenya. This study therefore recommends further study on other factors affecting performance of mission hospitals in Kenya.

Action Speaks Louder: The Role of Proactive Behavior between Creative Leadership and Employees' Creativity.

Drawing on social learning theory, this study presents a moderated mediation model to examine the role of proactive behavior and conformity value in the positive relationship between creative leadership and employees' creativity. Two-wave data are collected from 230 employees and their leaders in an automobile manufacturing enterprise in China, in which employees are encouraged to be creative because they need to implement novel designs and proposals to attract consumers. Statistical analysis reveals that proactive behavior partially mediates the influence of creative leadership on employees' creativity. Conformity value moderates not only the relationship between creative leadership and proactive behavior but also the indirect effect of creative leadership on employees' creativity via proactive behavior. The relationship and the mediating mechanism are stronger in the presence of employees' higher conformity value. We discuss the theoretical and practical implications as well as future research directions of the findings.

Effect of Creative Work Culture on Performance of Mission Hospitals in Kenya

Purpose: Those who employ creative leadership tend to do so by creating conditions which promote creativity. Creating such conditions are described as psychological, material, and/or social supports that trigger, enable, and sustain creative thinking in others. The objective were to establish the effect of creative work culture on performance of mission hospitals in Kenya and to establish the moderating effect of perceived organizational support on the effect of creative work culture on performance of Mission Hospitals in Kenya.
 Methodology: The cross-sectional survey design was used as the study design with the positivist philosophy also being adopted. The sample populations comprised 285 Mission hospital staff at middle or lower levels of employment. Purposive sampling was used in identifying samples that possess the information needed for the study. Questionnaire was the main data collection instruments. This was tested for validity and reliability before being used for the study. Collected data was analyzed quantitatively using SPSS 24th Edition software and was presented in the form of descriptive and inferential results. Descriptive statistics involved percentages, means and means of Standard deviations while inferential involved simple regression analysis.
 Findings: The study found that a creative work culture, where staffs are confident in their creative capabilities and where there's a positive, collaborative climate, significantly contributes to hospital performance.
 Unique Contribution to Theory, Practice and Policy: The study was grounded on interactionist perspective and transactional leadership theory. The study recommends that healthcare institutions should encourage creativity and innovation at all levels by providing opportunities for staff to express their ideas and collaborate. Training programs focusing on creative thinking and problem-solving skills should be implemented to enhance the creative capabilities of the staff. Leadership should emphasize the importance of a positive and collaborative work climate, where team members feel a strong sense of belonging and commitment. Regular team-building activities and brainstorming sessions can further promote this culture.

Role‐Playing Games as a New Adventure for Leadership‐As‐Practice: Forming a Leadership Framework Around Collective Creativity and Development

The current paper explores a transformative approach to leadership that integrates with a view of analog role‐playing games (RPGs) as a system for human interaction, aiming to leverage these experiences and foster collective creative leadership. In the face of urgent global challenges, traditional leadership models prove inadequate, necessitating a shift in understanding leadership as a process of adaptive change among human groups. Drawing on phenomenology, relational sociology and constructivist perspectives, I advocate for a conceptualization of leadership as a socially constructed, meaning‐making endeavor mutually embedded within and generating cultural context. I emphasize the essential role of collective cultural approaches and propose a co‐creative education process that incorporates play and creativity for effective leadership development. Then, I delve further into the intersection of leadership and play, highlighting the potential of RPGs in facilitating transformative, collective creativity. The proposed model views RPGs as Leadership‐As‐Practice Development (LAPD) and explores how analog RPGs can be employed as dynamic platforms for leadership learning, identity development, team‐building, and symbolic storytelling processes.

부모코칭역량이 유아 창의적 리더십에 미치는 영향

Objectives The purpose of this study was to investigate the mediating effect of positive psychological capital on the effect of parent coaching competency on young children's creative leadership.
 Methods This study targeted 301 parents of children aged 3 to 5 attending early childhood education institutions located in G Metropolitan City and J Province. The test tools include the young Children's Creative Leadership Scale developed by Lee Kyeong-hwa and Yoo Kyeong-hoon (2010), the Parent Coaching Competency Scale by Do-hyang Do, Kim Geun-ju, and Lee Gyeong-ju (2019), and the Korean version of the scale by Luthans, Avolio, and Norman (2006) by Tae-hong Lim (2013). The adapted, modified, and supplemented positive psychological capital scale was used. SPSS 23.0 program was used for data analysis.
 Results First, it was found that there was a significant correlation between parent coaching competency and children's creative leadership, between parent coaching competency and parents' positive psychological capital, and between parent positive psychological capital and children's creative leadership. Second, parent coaching competency was found to have an impact on children's creative leadership, and parents' positive psychological capital was found to have a mediating effect between these variables.
 Conclusions This study reveals the importance of parent variables in promoting young children's creative leadership. Therefore, this suggests that there is a need to develop various parent support programs and provide educational opportunities that can enhance parents' coaching capabilities and positive psychological capital.

The Bidirectional Relationship between Meta-Creativity and Academic Performance in University Students

Creativity has been studied in relation to academic performance, usually from the perspective of the creative result, with fewer studies focusing on the creative process and the student’s awareness of that process, known as meta-creativity. This study aimed to analyze differences in meta-creativity based on academic performance groups (high or low) and determine the predictive power of meta-creativity belonging to the high or low academic performance groups. A total of 172 university students participated. Meta-creativity was assessed using a Meta-Creativity Questionnaire, which evaluated three dimensions (creative motivation, creative leadership, and divergent thinking). Additionally, academic performance was recorded, allowing for the classification of students based on high and low academic performance. The results of the analysis of variance indicated statistically significant differences between students with high and low academic performance in the three dimensions. Discriminant analysis indicated that the dimensions of meta-creativity were able to predict who belonged to the high and low academic performance groups. The model correctly classified 86.6% of the sample. It can be concluded that academic performance is a good indicator of the level of meta-creativity, and, additionally, meta-creativity has a beneficial effect on academic performance. There is a bidirectional relationship between the two variables.

Creativity for Problem Solving in the Digital Era: Configurations of Leadership Profiles

Finding creative solutions to organizations' challenges is critical to determining the ability to thrive. Creative leadership promotes an organizational culture based on creative problem‐solving skills. Five leadership elements (being digitally and technologically savvy, having a results orientation, promoting collaborative teamwork, possessing business skills, and providing resources to the team) enable leaders to pursue creative or uncreative problem‐solving solutions. The current study used a fuzzy‐set qualitative comparative analysis to identify the elements of creative leadership. The analysis comprises data from 123 leaders worldwide from different sectors collected from an online survey. The results showed five leadership profiles leading to creative problem‐solving and another five profiles leading to an uncreative outcome. The results provided a tangible approach to the behaviors needed to be creative leaders and the configurations of uncreative behaviors to avoid. The study integrates academic and practitioner perspectives on creative leadership and offers a model supported in the academic literature and relevant to practical needs.

Developing adaptive leadership in post-information societies: The possible role of creative orientation, identity and metacognition

This paper expands on creativity theories to enhance the understanding of leaders’ psychological resources in effectively adapting themselves and steering their employees to adapt to organisational change. Creativity is an essential skill for effective leadership. Creative leaders can motivate their teams more effectively and can handle novel challenges by being more flexible in going outside the typical routines. Yet, how do leaders understand and act on their creativity in dealing with change? How do leaders recognise their people’s creativity? This paper introduces three personal resources – creative orientation, identity and metacognition – as psychological mechanisms that reflect leaders’ abilities to notice, interpret and act on opportunities to respond to shifting workplaces. I hypothesise that leaders can develop two creative orientations while leading change – focus on strengthening their social network and focus on taking new action. Also, the paper argues for the importance of leaders’ creative identity and hypothesizes that leaders can deliberately enact their creative identities in their roles, based on two ways to understand their creativity: as a way of thinking or as a personality type. Lastly, leaders’ creative metacognition can empower followers’ creativity.

The Role of Creative Leadership to Improve Organizational Performance Through Organizational Ambidexterity in Creative-Based SMEs

The Role of Creative Leadership to Improve Organizational Performance Through Organizational Ambidexterity in Creative-Based SMEs

The Impact of Creative Leadership for Reinforcing the Strategic Entrepreneurship

The Impact of Creative Leadership for Reinforcing the Strategic Entrepreneurship

КРЕАТИВНИЙ МЕНЕДЖМЕНТ У ВЗАЄМОДІЇ З ТАЛАНТ МЕНЕДЖМЕНТОМ У СИСТЕМІ КОНКУРЕНТОСПРОМОЖНОСТІ ПІДПРИЄМСТВА

New directions in the field of management ‒ creative management and management talent, their cooperation and influence on the competitiveness of the enterprise are investigated in the article. The approach to cooperation of management talent and creative management of the enterprise with the ground of their processes and exposure of general lines is offered. In particular, requirement in a creative leader ‒ top-manager; application of technologies of tutorship, coaching, continuous departmental teaching for professional development; investing in development of workers, their creativity, intellectual and emotional potentials; application of motivation systems and workers stimulations that provide creativity, creative approach, eccentric decision of problem questions, creation of innovations; just evaluation of workers and their end-point of work; creation of comfort antistress terms of work on the basis of forming corporate culture with an accent on skills and creativity. Because of systemic approach the cooperation, influence and addition management talent as a constituent of personel management and creativity management as constituent of innovative management in the system of management of the enterprise is presented. Management talent is sent to professional growing or opening of talented worker from a zero (entrance). In its turn, creative management is sent to the association of talented workers in creative commands for development of creative potential, realization of aims and ideas, receipt of the results of innovative researches (exit). Management talent, attracting own and external sources, forms a talented top-management with high intellectual potential and experience for providing innovative development of the enterprise, that in its turn, executes basic functions and requirements of creative management is considered. Directions of creative management improvement in cooperating with management talent that substantially will influence on workers development, results of activity and creation of competitive edges in the system of competitiveness of the enterprise.

Effect of Leader Creativity Expectations on Creative Performance in Higher Education: Mediating Role of Intrinsic Motivation for Creativity

A plethora of research reported the positive effect of teachers' expectations on students’ academic performance. However, very little is known about how academicians’ perceived leader creativity expectations (LCE) affect their creative performance in higher education. With support from Pygmalion theory, this study's objectives are two-fold: a) to analyze the effect of academicians’ perceived LCE on their creative performance; and b) whether the intrinsic motivation for creativity mediates the relationship between academicians’ perceived LCE and creative performance. A usable sample of 281 responses is drawn from the full-time academicians of private-sector universities. The structural model demonstrates medium-to-high out-of-sample predictive power. This study is among the first reports in both creativity and education literature which assesses nonlinear effects and endogeneity using Ramsey’s RESET test and Gaussian copula approach respectively to determine the robustness of the structural model’s results. The findings suggest that, although academicians’ perceived LCE has a significant positive effect on creative performance, it actually emasculates the intrinsic motivation of academicians in higher education. Besides, intrinsic motivation mediates the relationship between academicians’ perceived LCE and creative performance. Implications and future directions are discussed.

Why is managerial shared leadership in creative organizations a more resilient, transparent, open, and generous constellation? A case analysis approach

Leadership models in the cultural and creative sectors are frequently based on collective, shared, or distributed structures. In recent decades, research on these plural forms has yielded insights in the form of typological models and empirical studies. This article seeks to examine two issues in the literature on plural leadership that have received insufficient attention. The first is how cultural organizations combine and integrate multiple leadership models. The use of horizontal co-leadership at the macro (organisational) level alongside either vertical or horizontal leadership of embedded projects managed by teams is one example. Little is known about how the existence of distinct leadership styles at the macro and meso levels influences the career paths of individuals and organizations. The second is an inquiry into the evolution of leadership models in cultural organizations over time. This is especially important when an organisation transitions from a startup to a successful enterprise and expands its operations internationally. To empirically investigate these issues, we propose a single case study of Snøhetta, a multinational architecture firm. The results of this case study allow for a better understanding of how forms of collaborative leadership style can influence the career paths of people and organizations, and how it is possible to find a balance between the paradoxical institutional logic on which management and leadership of creativity is based. In other words, how the constellations of relationships that are generated make organizations with this leadership style more resilient and sustainable by virtue of being more transparent, open, and generous.

The role of ambidextrous leadership and employee ambidexterity in enhancing service quality of care and creativity – a study of health professionals

BackgroundThis study aims to empirically examine the role of ambidextrous leadership on employees’ ambidexterity and job-directed performance. Ambidextrous leadership encompasses a leader’s capability to stimulate exploitative and explorative activities in employees. Specifically, the study explores in detail how ambidextrous leadership is linked to two types of job-directed performance in health professionals, namely service quality of care and creativity, in addition to what role employee ambidexterity has in this relationship.MethodsA cross-sectional survey was developed, and data were gathered through convenience sampling of N = 258 health professionals of in-home care services across municipalities based in Norway. The study’s conceptual model was analyzed through structural equation modeling partial least squares with SmartPLS 3 software. Mediation by Bootstrap was used to analyze the indirect relationships.ResultsAmbidextrous leadership was found to have a direct impact on both employee service and quality of care (beta = 0.236) and employee ambidexterity (beta = 0.395). The direct relationship between ambidextrous leadership and employee creativity was nonsignificant. However, the relationships between ambidextrous leadership and service quality of care and creativity were both mediated by employee ambidexterity. Finally, the results reveal that employee creativity mediated the relationship between employee ambidexterity and service quality of care.ConclusionsThe results show that ambidextrous leadership and employee ambidexterity promote the job-directed performance of health professionals. Thus, a practical implication is that health-care organizations should recruit, train, and develop their leaders to become ambidextrous leaders, in addition to being aware of the multiple direct and indirect effects of practicing ambidextrous leadership. Doing so will have a direct positive impact on the level of service quality and employee ambidexterity.

Towards Digital Creativity: The Effect of Canva Application on the Creativity of Prospective Teacher Leaders

Towards Digital Creativity: The Effect of Canva Application on the Creativity of Prospective Teacher Leaders

Optimizing Educational Leadership: Building Sustainable Education in the 5.0 Era

The topic of leadership is of great significance as it pertains to the effective guidance and direction of an educational institution. Leaders possess the authority to mobilise and exert influence over the tasks that are incumbent upon their roles and obligations. The objective of this study is to provide a comprehensive portrayal of school principals in their role as leaders within educational institutions during the 5.0 era. Additionally, the study seeks to examine the integration of the EMASLIM-FM concept into the function of educational leadership during this era. Furthermore, the study wants to depict school principals as visionary leaders in the field of education during the 5.0 era. The present study adopts a qualitative research design, employing a library research methodology. The data were acquired by a comprehensive review of literary sources, including books, ebooks, scholarly journal articles, dissertations, and other relevant publications. The utilisation of comparative analysis for data analysis. The analytical findings indicate that under the EMASLIM-FM framework, the role of the school principle encompasses various tasks, including education, management, administration, supervision, leadership, innovation, motivation, and mediation. In the 5.0 era, effective leadership necessitates that school administrators possess visionary competencies in order to transform their schools into comprehensive educational establishments. The importance of creative leadership cannot be overstated, since it is imperative to recognise that vision serves as a guiding principle within the realm of leadership. The principal should consider incorporating the concept of tangibility and measurability into the framework of the leadership wheel. The crucial factor in attaining the targeted educational objectives is the implementation of tangible measures.

키워드 네트워크 분석을 활용한 창의성과 환경 연구의 지식구조 탐구

The purpose of this study was to investigate the knowledge structure of creativity and environment research by using keyword network analysis and propose a future study direction. For this purpose, we selected a total of 477 keywords from 176 research papers published in South Korea during the past 20 years from 2003 to 2022 that investigated creativity and environment. Then a total of 77 keywords represented more than twice among them were analyzed using the keyword network analysis including degree and betweenness centrality analysis and community analysis. The results showed that the keywords with high degree centrality included creativity, creative environment, creative family environment, family environment, creative thinking, creative leadership, creative personality, and so on. The keywords with high betweenness centrality included creativity, creative family environment, creative environment, creative school environment, research trend, family environment, elementary school teachers, and so on. From the community analysis, nine sub-groups were made focusing on self-leadership (isolated node), creative thinking principles (creative learning principles), creative problem solving (environment education, environmental attitudes, environment literacy etc.), science gifted students (parents, family, school etc.), organizational creativity (individual creativity, group creativity, creative research environment etc.), creativity (creativity characteristics, creative efficacy, classroom environment, creative class environment, reading environment etc.), creative environment (creative thinking, creative product, creative characteristics, creative process etc.), family environment (school environment, task environment, infants creativity etc.), and creative family environment (creative school environment, creative task environment, creative orientation etc.). Theoretical and practical implications and future directions were discussed.

Retracted: The Sequential Influence of Creative Leadership and Organizational Environment on Strategic Performance.

[This retracts the article DOI: 10.1155/2022/5948806.].