How creative leaders think: Experimental findings and cases

By Michael D. Mumford, Shane Connelly, Blaine H. Gaddis. 2003

169 citations recorded by the source corpus.

Subfields: Experimental and Cognitive Psychology, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/8cbdf758f9e0093e9112daef4650005706d4a410

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In Experimental and Cognitive Psychology

In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

Leaders' sensemaking under crises: Emerging cognitive consensus over time within management teams (2015, background): “Cognitive consensus is also likely to be helpful when undertaking idea evaluation which is a key task for leaders (Mumford, Marks, Connelly, Zaccaro, & Reiter-Palmon, 2000; Mumford et al., 2003).”
Leadership behaviors and group creativity in Chinese organizations: The role of group processes ☆ ☆☆ (2011, background): “Mumford, Connelly, and Gaddis (2003) proposed a conceptual process model of leaders' creative thought from the perspective that the leader actively contributed to the production of creative ideas in shaping creative ventures.”
Leading for Innovation (2011, background): “Lacking a template to help gauge probabilities of success means that leaders must rely on their own creative thinking skills to imagine how a product might perform (Mumford et al., 2003, 2007).”
Leaders' responses to creative deviance: Differential effects on subsequent creative deviance and creative performance (2016, background): “…abstaining from rejecting ideas may cast doubts over the leader's evaluative ability in selecting and filtering new ideas (Mumford et al., 2002; Mumford et al., 2003), which can be self-defeating because followers' perceptions of supportive leadership are related to leader behaviors that…”
Identity, deep structure and the development of leadership skill (2005, background): “exception is the skill-based approach of Mumford et al. (2000). Their work emphasizes the capability to creatively ctured problems as being a critical aspect of leadership.”
Leadership: current theories, research, and future directions. (2009, unknown): “A second model was developed by Mumford et al. (2003) and examined the way shared thinking contributed to leader creativity.”
The effectiveness of creativity training: A quantitative review (2004, background): “One potential answer to these questions may be found in Mumford and Norris (1999) and Mumford et al. (2003).”
Creative Leadership: A Multi-Context Conceptualization† (2015, background): “Mumford et al. (2003) argued that leader creative cognition is primarily evaluative in nature.”