Towards a model of the creative manager

Higgs, M.J. and Hender, J. (2003) Towards a model of the creative manager (Henley Working Paper Series, HWP 0308) Henley, UK. Henley Business School, University of Reading

Abstract

Notwithstanding the importance of innovation and creativity as contributors to competitive performance, there is a paucity of research into creativity in an organisational context. Rather than focusing on R&D departments or so-called "creatives", it is also important to examine creativity in managers, since creativity has been identified as a key characteristic that enhances employee innovation.
The creativity and organisational psychology is examined in order to extract and synthesise the attributes of a creative person. Early research identified divergent thinking ability as a key attribute, and a number of instruments have been developed to measure it. However, other researchers have argued that creativity is multi-faceted and that creativity cannot be explored by divergent thinking alone. Consequently, a number of multi-faceted models are presented.
In order to understand the relationship between attributes of the creative person and creative outputs, an interactionist model from the creativity literature, and a model relating personality and performance from the organisational psychology literature, are examined. From these, a research model is developed. Creative performance is a function of genetic and environmental factors, personality, cognitive ability and style, domain knowledge and skills, intrinsic motivation, attitudes and beliefs, and creative abilities and behaviours. Finally, suggestions for future research are outlined.

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Contributors

Author: M.J. Higgs

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