Leadership and creativity in research groups

Abstract: DEGREE OF L1CENTIATE IN PSYCHOLOGY Abstract Olsson, L. (2010). Leadership and Creativity in Research Groups. University of Gothenburg. Sweden. The purpose of this thesis was to investigate the relationship between leadership and creativity in research groups by use of multilevei analysis, and to identify creativity-stimulating, leaderrelated situations and behaviors as perceived by research group members. The investigation was undertaken in order to produce a better understanding of how leaders influence creativity in research groups. Two studies (one quantitative and one qualitative) were conducted in an academic and industrial, biomedical and biotechnological research setting. Study I, tested leader-member exchange (LMX) theory. A multi-Ievel analysis was applied to leader- and member-rated LMX-data (n = 136 leader-member dyads, in 51 research groups) as a way to study LMX effects on group member creativity, measured by the number of scientific publications by university and industry researchers. Although the number of patents, h-index and subjective ratings of creativity were collected, they were not analyzed because of either missing data or obvious common method variance. Study II consisted of interviews based on the critical incident technique (CIT). The research group members in this study (n = 93) were interviewed in order to identify creativity-stimulating, leader-related incidents. Study I showed that leader-rated LMX on a group level, rather than on a dyadic level, predicted group member creativity in university groups. This predictive capability was not found in industry groups. The publication measure was a more appropriate indicator of creativity in academia than in industry. Member-rated LMX at the dyadic level tended to positively predict creativity in university group s, but had a negative effect on creativity in industry groups. In Study II, six categories each of creative situations, leader-related, creativity-stimulating behaviors, and reasons for the importance of such creative incidents were identified. The identified leader behaviors support that leaders should provide expertise and support to stimulate creativity in research. The two studies conclude that leaders can stimulate creativity in research groups, mainly by demonstrations of their expertise and by the exercise of their social skills. Moreover, the results point to the usefulness of applying a multi-Ievel approach in the joint study of leadership and creativity, since both concepts may constitute group level phenomena. It seems important to consider the differences in organizational contexts as well as to strive to develop creative output measures that adequately reflect creativity in both settings, even if academic and industrial settings display similarities in leadership and creativity. Keywords: leadership, creativity, research, R&D, LMX. ISSN 1101-718, ISRN GU/PSYK/AVH--232--SE Lisa Olsson, Gothenburg Research Institute, University of Gothenburg, Box 603,40530 Göteborg, Sweden. Phone: +46 317865483. E-mail: [email protected]