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Fear Becomes the Unintended Consequence of Creativity/Innovation
Author(s) -
Campbell Kenneth D.
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.21407
Subject(s) - creativity , transformational leadership , unintended consequences , expectancy theory , psychology , anxiety , unconscious mind , atmosphere (unit) , social psychology , sociology , public relations , political science , psychiatry , psychoanalysis , law , physics , thermodynamics
Creativity and innovation are essential elements for growth in organizations to achieve a competitive advantage. Transformational leaders often exhibit traits reflective of being creative and innovative, thus creating a cultural climate that fosters, embraces, and produces effective change. That productive organizational atmosphere can become toxic and initiate unintended behavioral consequences. People are psychologically and physiologically attracted to stability. The continual burden to develop effective creativity and innovation outcomes creates organizational and individual stress. Stress, which unconsciously produces fear, develops from the initial pressure to create ideas and subsequent effective innovations. Next, anxiety is heightened relative to performance expectations. Finally, a successful innovation becomes an expectancy barometer, adding supplemental stress and anxiety about future ideas and initiatives. The unintended consequence of fear can manifest into resistance and an unconscious inhibitor in producing creativity and innovation.