Leadership and creativity: Understanding leadership from a creative problem-solving perspective

By R. Reiter‐Palmon, J. Illies. 2004

665 citations recorded by the source corpus.

Subfields: Experimental and Cognitive Psychology, Mechanical Engineering, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/e0e50367115d8872fad3855af715898f7e038735

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In Experimental and Cognitive Psychology

In Mechanical Engineering

In Sociology and Political Science

Citations in the corpus

I can do it, so can you: The role of leader creative self-efficacy in facilitating follower creativity (2016, background): “…new ideas without harsh criticism (Amabile, 1983), being willing to explore even seemingly unpromising followers’ ideas instead of dismissing them immediately (Amabile, 1983), and allowing job flexibility for creative problem-solving (Reiter-Palmon & Illies, 2004; Volmer, Spurk, & Niessen, 2012).”
Linking Empowering Leadership and Employee Creativity: The Influence of Psychological Empowerment, Intrinsic Motivation, and Creative Process Engagement (2010, background): “…earlier, we define creative process engagement as em- ployee involvement or engagement in creativityrelevant cognitive processes, including (1) problem identification, (2) information searching and encoding, and (3) idea and alternative generation (Amabile, 1983; Reiter-Palmon & Illies, 2004).”
Empowering leadership and employee creativity: A dual‐mechanism perspective (2018, background): “Creativity is one of themost valued processeswithin the organization; it requires extensive knowledge and cognitive abilities to execute successfully (Reiter-Palmon & Illies, 2004).”
Experienced high performance work system, extroversion personality, and creativity performance (2015, background): “…to information exchange, such as creative process engagement, which refers to a person’s involvement in creativity-relevant activities, including (1) problem identification, (2) information searching, and (3) idea and alternative generation (Reiter-Palmon & Illies, 2004; Zhang & Bartol, 2010a, b).”
Transformational Leadership, Innovation Climate, Creative Self-Efficacy and Employee Creativity: A Multilevel Study (2015, neutral): “Fostering employee creativity through a specific leadership style has been the focus of many researchers (e.g., see Reiter-Palmon and Illies, 2004; Mumford et al., 2002; Gupta et al., 2012).”
Sensegiving and the role of cognitive shifts in the work of leadership (2008, background): “In contrast, leadership studies of cognition in problem solving tend to overlook shifts in how followers perceive one another (Mumford, Marks, Connelly, Zacarro, & Reiter-Palmon, 2000, Reiter-Palmon & Illies, 2004 ).”
Psychological capital as a mediator of the relationship between leadership and creative performance behaviors: empirical evidence from the Indian R&D sector (2014, background): “Problem identification, information search and idea generation behaviors culminate in generating innovative ideas to tackle a problem (Reiter-Palmon and Illies 2004).”
Leadership, Creative Problem-Solving Capacity, and Creative Performance: The Importance of Knowledge Sharing (2013, methodology): “Creative Problem-Solving Capacity Based on the Reiter-Palmon and Illies (2004) conceptualization, a measure was developed for this study.”
Optimism predicting employees' creativity: The mediating role of positive affect and the positivity ratio (2012, background): “Most managers would agree that, in almost every job, the creative performance of employees may contribute to organizational performance and survival (Reiter-Palmon & Illies, 2004 ; Shalley & Gilson, 2004 ).”