Abstract
It is assumed that leaders are essential in shaping and facilitating successful innovation and creativity in organizations. Both through direct leadership behaviors (e.g., by vision formulation) and through more indirect leadership behaviors (e.g., by role modeling). While these leadership behaviors seem both positive and productive, they may also hold risks of unintended, adverse results. In the current article, two ways are proposed in which this may occur: through contradictory leadership behaviors and a too-much-of-a-good-thing effect. Future research in and awareness of the potential dark sides to leadership for creativity and innovation are warranted.
| Original language | English |
|---|---|
| Journal | Journal of Leadership Studies |
| Volume | 9 |
| Issue number | 3 |
| Pages (from-to) | 50-52 |
| Number of pages | 3 |
| ISSN | 1935-2611 |
| DOIs | |
| Publication status | Published - 1 Sept 2015 |