Synthesis of Literature on Creative Leadership by Brian A. Williams https://padlet.com/brianawilliams/a7hf9iuyf7q4 Influences on leadership & thinking creativity en-us 2017-11-12 17:21:03 UTC 2025-09-28 02:49:28 UTC hello@padlet.com Seminal Works on Leadership brianawilliams https://padlet.com/brianawilliams/a7hf9iuyf7q4/wish/265270053 1.  Amabile, T. M. (1982). Social psychology of creativity: A consensual assessment technique. Journal Of Personality And Social Psychology, 43(5), 997-1013. doi:10.1037/0022-3514.43.5.997  (Cited three times)

2.  Csikszentmihalyi, M. (1988). Society, culture, and person: A systems view of creativity. In R. J. Sternberg, R. J. Sternberg (Eds.) , The nature of creativity: Contemporary psychological perspectives (pp. 325-339). New York, NY, US: Cambridge University Press.

3.  Eisenberger, R., & Aselage, J. (2009). Incremental effects of reward on experienced performance pressure: Positive outcomes for intrinsic interest and creativity. Journal Of Organizational Behavior, 30(1), 95-117. doi:10.1002/job.543 (Cited three times)

4.  Gardner, H. (1993). Creating Minds. New York: Basic Books

5.  Mumford, M. D., & Licuanan, B. (2004). Leading for innovation: Conclusions, issues, and directions. The Leadership Quarterly, 15(1), 163-171. doi:10.1016/j.leaqua.2003.12.010

6.  Mumford, M. D., Scott, G. M., Gaddis, B., & Strange, J. M. (2002). Leading creative people: Orchestrating expertise and relationships. The Leadership Quarterly, 13(6), 705-750. doi:10.1016/S1048-9843(02)00158-3

7.  Oldham, G. R., & Cummings, A. (1996). Employee creativity: Personal and contextual factors at work. Academy Of Management Journal, 39(3), 607-634. doi:10.2307/256657  (Cited three times)

8.  Perkins, D. N. (1981). The Mind's Best Work. Cambridge, MA: Harvard University Press

9.  Runco, M. A. (1999). Cognition and Creativity. Contemporary Psychology, 44(6), 554-555. doi:10.1037/002141

10.  Runco, M. A. (2004). Creativity. Annual Review Of Psychology, 55657-687. doi:10.1146/annurev.psych.55.090902.141502

11.  Sternberg, R. J. (1999). A propulsion model of types of creative contributions. Review Of General Psychology, 3(2), 83-100. doi:10.1037/1089-2680.3.2.83

12.  Sternberg, R. J., & Kaufman, J. C. & Pretz, J. E. (2002). The creativity conundrum. New York: Psychology Press.

13.  Sternberg, R. J. (1985). Beyond IQ: A triarchic theory of human intelligence. New York: Cambridge University Press.

14.  Sternberg, R. J., & Davidson, J. E. (Eds.). (1995). The Nature of Insight. Cambridge, MA: MIT Press.

15.  Sternberg, R. J., & Lubart, T. I. (1996). Investing in creativity. American Psychologist, 51(7), 677-688. doi:10.1037/0003-066X.51.7.677

16.  Sternberg, R. J. (1985). Implicit theories of intelligence, creativity, and wisdom. Journal Of Personality And Social Psychology, 49(3), 607-627. doi:10.1037/0022-3514.49.3.607

17.  Shalley, C. E. (1995). Effects of coaction, expected evaluation, and goal setting on creativity and productivity. Academy Of Management Journal, 38(2), 483-503. doi:10.2307/256689

18.  Shalley, C. E., Gilson, L. L., & Blum, T. C. (2000). Matching creativity requirements and the work environment: Effects on satisfaction and intentions to leave. Academy Of Management Journal, 43(2), 215-223. doi:10.2307/1556378

19.  Shin, S. J.,  & Zhou, J. (2003). Transformational Leadership, conversation, and creativity: Evidence from Korea. Academy of Management Journal, 46, 703-714.

20.   Unsworth, K. (2001). UNPACKING CREATIVITY. Academy Of Management Review, 26(2), 289-297. doi:10.5465/AMR.2001.4378025]]> 2018-06-04 01:54:31 UTC https://padlet.com/brianawilliams/a7hf9iuyf7q4/wish/265270053 Why Are These Seminal Works? brianawilliams https://padlet.com/brianawilliams/a7hf9iuyf7q4/wish/265274704 Using the collection of journal articles within the Creativity Research folder in the EDUC 801 course as the source, I took note of which works were cited (sometimes) multiple times by other authors. At a minimum, seminal works had to be shared between at least two articles. The articles cited three times are noted. This distinction is made because the more times a work is recognized within its community, the higher its value to that community.]]> 2018-06-04 02:35:30 UTC https://padlet.com/brianawilliams/a7hf9iuyf7q4/wish/265274704 Synthesis to Influence Leadership and Creativity brianawilliams https://padlet.com/brianawilliams/a7hf9iuyf7q4/wish/265283192 Recurring themes within the literature are the ideas of removing stress and having a supportive supervisor as factors in boosting creativity in others.  Shalley (1995) indicates that high creativity comes when working alone.  One interpretation is that working in groups, while it can be productive, inhibits creativity with the presence of other interfering voices.  If possible, a supportive supervisor can break down the group barrier if greater creativity is desired.  Amabile (1982) supports this position by stating how “extrinsic constraints will, by impairing intrinsic motivation, have detrimental effects on creative performance” (p. 366).  Mumford, Scott, Gaddis and Strange (2002) state that leading creative people requires the use of certain planned actions to reduce stress, uncertainty and maximize challenging goals.  This position contains the ideas of reducing stress (uncertain factors on the job) and being a supportive supervisor (maximizing and setting goals) as elements of creative thought.  Oldham and Cummings (1996) find the indicators of job complexity, supportive supervision and non-controlling supervision that enhance employee creativity, along with the creativity-relevant personal characteristics (CPS).
 
I have seen how a supportive supervisor and the removal of external stress increased my own creativity.  As an Academic Advisor, I frequently needed to send the same information via e-mail to different students every day.  My reality was the need to send such information.  However, the reality I desired was to retrieve the correct information to be sent in near automated fashion.  Therefore, the tension I experienced was to retrieve the information by:
1.     Recreating the information every time from scratch.  A possible, but inefficient method.
2.     Saving ‘canned’ e-mails in a personal electronic file from which I could copy and paste the information into an e-mail.  Better than the first method, yet still time consuming to, open, copy and paste into the e-mail.
I had been thinking about how I could use a more automatic method of dropping valuable pieces of canned speech into an e-mail without leaving the e-mail document.  However, no matter how much I tried to relieve myself of the stress I could control, I could not think of anything because of a stressful environment and a perception of unsupportive supervisors.
 
After leaving that job for a more pleasant, supportive working environment as an Advisor, I thought of the solution.  I realized that I could exploit the auto-correct feature in most e-mail applications by purposefully typing in a keyword and getting a pre-stored bit of information.  I needed to come up with a list of keywords and store its accompanying text into the e-mail’s dictionary.  When I needed the bit of text, instead of copying and pasting, I typed the keyword (like Brian* when I want to send my contact information) and the auto-correct feature converted the keyword into the desired text without leaving the e-mail.  I saved a list of keywords and the output text on a viewable list as a reminder when the list grew large.  This ‘invention” is the best feature I never created because it saved me a lot of time.  I credit the creativity of this feat to working in a more relaxed environment where my mind was free to think of ways to make my job easier.

Though I have had limited exposure as a leader in an organization, I will use the approaches of supportive leadership and removing barriers to success, for I have seen how these approaches have helped me.
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