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Facilitative Style, Individual Innovation, and Emergent Leadership in Problem Solving Groups
Author(s) -
GUASTELLO STEPHEN J.
Publication year - 1995
Publication title -
the journal of creative behavior
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.896
H-Index - 55
eISSN - 2162-6057
pISSN - 0022-0175
DOI - 10.1002/j.2162-6057.1995.tb01397.x
Subject(s) - leadership style , psychology , style (visual arts) , shared leadership , perception , transactional leadership , creativity , situational leadership theory , leadership , selection (genetic algorithm) , creative problem solving , leadership development , social psychology , applied psychology , public relations , political science , computer science , archaeology , neuroscience , artificial intelligence , history
This study responded to an issue raised in a recent review of leadership research regarding the lack of available data concerning leader characteristics and management of creative work groups. Specifically, the effects of facilitative leadership style and individual creative contributions on emergent leadership were assessed in an initially leaderless creative problem solving situation. Participants were 34 university security officers who were divided into four groups to play Island Commission. At the end of the session, participants rated each other on facilitative style, innovative contribution, and leadership behavior. Both independent variables made a significant contribution to perceptions of leadership ( R = .82, p < .0001). Results are discussed in terms of leadership theory, and implications for personnel selection, training, and development of creative problem solving teams.