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To achieve innovation, constraints that block the effect of a company’s creative culture on innovation and creativity in the organization have to be removed. We propose the creativity creation model that takes account of these constraints and suggest that, to cultivate an innovative climate, * This research was supported by the Institute of Management Research at Seoul National University. ** Graduate School of Management of Technology, Sogang University, e-mail: seongwuk@sogang.ac.kr *** Corresponding author, Ph.D. Student, College of Business Administration, Seoul National University, e-mail: tozenith@snu.ac.kr **** Graduate School of Business, Seoul National University, e-mail: hongsuk@snu. ac.kr CTO & Senior Executive Vice President, Advanced Institute of Technology, Korea Telecom, e-mail: james.w.hong@kt.com 98 Seoul Journal of Business leaders should receive feedback from innovation performance. To improve creativity and achieve successful innovation, leaders should be involved in every procedure of the model. We explore the three main procedures of the model and present a practical application to the case of a Korean telecommunications company’s research and development institute, KT AIT.

Leader’s Role in Fostering Creativity: The Creativity Creation Model at KT AIT