Building Leadership Effectiveness This program encourages leaders to develop practices that transform values into action, vision into realities, obstacles into innovations, and risks into rewards. Participants will be introduced to the five practices of exemplary leadership: modeling the way, inspiring a shared vision, challenging the process, enabling others to act, and encouraging the heart Coaching & Communicating for Performance Coaching & Communicating for Performance is a highly interactive program that will give supervisors and managers the opportunity to build skills that will enable them to share expectations and set objectives for employees, provide constructive feedback, more effectively engage in learning conversations, and coaching opportunities. Skillful Conflict Management for Leaders As a leader, it is important to understand conflict and be effective at conflict management because the way conflict is resolved becomes an integral component of our university’s culture. This series of conflict management sessions help leaders learn and put into practice effective strategies for managing conflict.

기독교 사역과 Leadership

New Patterns of Management.

Global competition, new production techniques, and rapid technological change have placed a premium on creativity and innovation. Although many variables influence creativity and innovation in organizational settings, there is reason to suspect that leaders and their behavior represent a particularly powerful influence. In the present article, we review the available literature examining leadership behaviors contributing to creativity and innovation in organizational settings. Based on the findings obtained in these studies, we argue that the leadership of creative people requires expertise. Moreover, the successful leader must employ a number of direct and indirect influence tactics—tactics consistent with the needs of creative people working in an organizational environment. The implications of these observations for theory and practice are discussed.

Leading creative people: Orchestrating expertise and relationships

This article provides a current review of research examining contextual factors that can either foster or hinder employee creativity at the individual, job, group, and organizational level. Specifically, we examine the role of leadership and the use of different human resource practices for developing a work context that is supportive of creativity. Finally, based on our review, we discuss practical implications for managers, propose areas that need further research attention, and highlight possible new directions for future research.

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What leaders need to know: a review of social and contextual factors that can foster or hinder creativity

Multidimensional empirical examinations of the adoption of innovations in organizations, and the influence of factors within each dimension on the phases of adoption, are scarce. This study examines the effects of environmental, organizational and top managers' characteristics on the initiation, adoption decision and implementation of innovation. Using a sample of approximately 1200 public organizations in the United States, we found that while each dimension accounts for unique variance in the adoption of innovation, organizational characteristics and top managers' attitudes toward innovation have a stronger influence than environmental and top managers' demographic characteristics. We also found no difference in the direction of effects of any antecedent, but did find differences in the significance of effects of several antecedents, on the phases of innovation adoption. We discuss the implications of these findings and suggest ideas for future research.

https://papers.ssrn.com/sol3/Delivery.cfm?abstractid=924656

Phases of the Adoption of Innovation in Organizations: Effects of Environment, Organization and Top Managers1

This article describes an instrument for measuring organizational structure and climate for creativity and innovation. Its application and validation in organizational settings is also described. Recommendations are made for using the instrument to develop interventions to promote organizational innovation.

Organizational climate for creativity and innovation

This article reports the results of 2 studies conducted to examine the ability of the Situational Outlook Questionnaire(tm) (SOQ) to effectively discern climates that either encourage or discourage creativity and the ability to initiate change. The purpose of the studies is to examine the concurrent criterion-related validity of the SOQ. The climate for creativity and change is defined, and the context for the use of the measure in organizational settings is established through the development of a model for organizational change. The article presents the history of the SOQ's development and gives a description of the SOQ. The methodology and results of both studies, including 3 groups, are reported. The results of both studies show that when individuals complete the SOQ based on their recollection of a best- and worst-case work experience, the measure is able to consistently and significantly discriminate between the 2 types of experiences. Conclusions, implications, and areas for future research to furt...

Perceptions of the Best and Worst Climates for Creativity: Preliminary Validation Evidence for the Situational Outlook Questionnaire

Change-centered leadership: An extension of the two-dimensional model

A study of the creative organizational and individual resources of a university in Sweden was carried out by Ryhammar (1996). A sample of I30 teachers answered several questionnaires on organizational parameters and went through creativity and personality tests. One of the questionnaires was a measure of the creativity aspects of the social climate. This study consisted of further analyses, according to a causal model, of the climate dimension and its relations to other organizational dimensions and to outcome in terms of assessed creative achievements of the different departments. Some of the results were logical, expected, and easy to interpret; others were more puzzling and could be tentatively explained only in view of the special character of the academic milieu and its inhabitants. The main and clear finding was that climate and resources seemed to exert the strongest influence on the creative outcome, and that climate operated in the organization as a lever for leadership and as a manifestation on ...

The Creative Climate: Its Determinants and Effects at a Swedish University

Part of managing for innovation is creating the appropriate climate so that people can share and build upon each other's ideas and suggestions. Yet, there are increasing pressures and potential unproductive levels of tension within organizations. This article points out the distinction between two forms of tension that appear within the research on organizational climates for creativity as well as the conflict management literature. The Debate dimension is described as reflecting a more productive idea tension and the Conflict dimension suggests a more non-productive personal tension. A series of studies, across multiple levels of analysis, are summarized and a new study is reported in order to highlight the finding that relatively higher levels of Debate, and lower levels of Conflict are more conducive to organizational creativity and innovation. A practical model for the constructive use of differences is shared, along with a few strategies for reducing the negative tension associated with Conflict and increasing the positive aspects associated with Debate.

Göran Ekvall

Papers

Organizational climate for creativity and innovation

Perceptions of the Best and Worst Climates for Creativity: Preliminary Validation Evidence for the Situational Outlook Questionnaire

Change-centered leadership: An extension of the two-dimensional model

The Creative Climate: Its Determinants and Effects at a Swedish University

Managing for Innovation: The Two Faces of Tension in Creative Climates