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Is It Only Good? The Dark Side of Leadership for Creativity and Innovation
Author(s) -
Holten AnnLouise,
Bøllingtoft Anne
Publication year - 2015
Publication title -
journal of leadership studies
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.219
H-Index - 14
eISSN - 1935-262X
pISSN - 1935-2611
DOI - 10.1002/jls.21403
Subject(s) - creativity , great rift , unintended consequences , psychology , public relations , social psychology , political science , physics , astronomy , law
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.