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Creativity and Leadership:

How Much Are They the Same?

How Much Are They Different?

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Why is this question important?

The significance of creativity andleadership in both the workplace and

the world at large, and thus the need to understand how creativity and

leadership actually operate in domains,organizations, and the general society

to enhance, whenever possible andnecessary, the amount of creativity andleadership manifested in a domain,organization or society

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What are creativity and

leadership? What is leadership?

The traditional answer: Charisma, magnetism,

dynamism, etc., etc. The scientific answer: Impact

That is, that member of a group whose influence

on group performance appreciably exceeds that of

the average group member Group performance = productivity and/or decision-

making

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leadership? What is creativity?

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Two requirements

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Two requirements

To be creative is to be original

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Two requirements

To be creative is to be original

To be creative is to be useful

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Two requirements

Three manifestations

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Two requirements


The product

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Two requirements


The product

The process

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Two requirements


The product

The process

The person

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How might these definitions be

integrated? Impact through products - innovative

ideas, inventions, solutions, policies,

programs, strategies, tactics, reforms,initiatives, laws, regulations, etc.

Examples: Creativity and leadership in

Small problem-solving groups (R & D units,research laboratories)

Professional domains, economic systems,

and political institutions

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How can creativity and

leadership be compared?

Differential psychology:

How do people differ?

Developmental psychology:

How do people develop?

Social psychology:

How are people affected by the social

context?

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Behavior

Distribution of influential products

Normal or bell-shaped curve?

No The Elitism of Impact

Leadership

Paretos Law: 20% 80%

Creativity Loktas Law: f(n) = c/n2

Prices Law: k1/250%

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1 2 3 4 5 6 7 8 9 10 11 12

Decile

0.0

0.1

0.2

0.3

0.4

0.5

Propor

tio

n

PsychologyChemistry

Infantile ParalysisGeologyGerontology/Geriatrics

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Cognition

IQ and impact

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Cognition

IQ and impact: Positive correlation (r

.25)

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Cognition

IQ and impact: But ...

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Cognition

IQ and impact

Creativity

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Cognition

IQ and impact

Creativity: The 120 Threshold

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Cognition

IQ and impact

Creativity

Leadership

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Cognition

IQ and impact

Creativity

Leadership: The 120 Optimum

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Cognition

Cognitive complexity: IC measures

Leadership

Performance (decision-making) Ideology (ideologues vs. moderates)

Creativity

Performance (productivity)

Orientation (natural vs. human sciences)

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Cognition

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Cognition

Imagination

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Cognition

Imagination

Distinction

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Cognition

Imagination

Distinction

Conceptual thinking (secondary process)

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Cognition

Imagination

Distinction


Primordial thinking (primary process)

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Cognition

Imagination

Distinction



Measurement

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Cognition

Imagination

Distinction



Measurement: Regressive Imagery

Dictionary

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Cognition

Imagination

Distinction




Dictionary

Drives (drink, kiss, smell, lick, sex, etc.)

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Cognition

Imagination

Distinction




Dictionary

Drives (drink, kiss, smell, lick, sex, etc.) Sensations (touch, taste, hear, see, etc.)

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Cognition

Imagination

Distinction




Dictionary

Drives (drink, kiss, smell, lick, sex, etc.) Sensations (touch, taste, hear, see, etc.)

Experiences (dream, smell, fly, fall, wake, etc.)

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Cognition

Imagination

Distinction

Measurement

Consequences

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Cognition

Imagination

Distinction

Measurement

Consequences

Creativity

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Cognition

Imagination

Distinction

Measurement

Consequences

Creativity

Aesthetics

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Cognition

Imagination

Distinction

Measurement

Consequences

Creativity

Aesthetics

Leadership

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Cognition

Imagination

Distinction

Measurement

Consequences

Creativity

Aesthetics

Leadership Charisma

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Cognition

Imagination

Distinction

Measurement

Consequences

Correlation: Charisma and Creativity

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Cognition


Former: is charismatic, finds dealing with the press

challenging and enjoyable, consciously refines his own

public image, has flair for the dramatic, enjoys the

ceremonial aspects of the office, conveys clear-cut,highly visible personality, skilled and self-confident

negotiator, uses rhetoric effectively, dynamo of energy

and determination, characterized by others as a world

figure, keeps in contact with the American public and its

moods, has ability to maintain popularity, exhibits

artistry in manipulation, views the presidency as a

vehicle for self-expression, but rarely shy, awkward in

public.

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Cognition


Latter: initiates new legislation and programs,

is innovative in his role as an executive, but

rarely is a middle-of-the-roader.

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Cognition

Correlation: Creativity and Charisma

r= .78

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Personality

Motivation

Psychopathology

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Personality

Motivation

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Personality

Motivation

The triad

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Personality

Motivation

The triad:

Power - Concern with impact, control orinfluence on others; with arousing strong

emotions in others; with prestige.

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Personality

Motivation

The triad:

Power Achievement - Concern with excellence,

success in competition, or unique

unprecedented accomplishment.

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Personality

Motivation

The triad:

Power Achievement

Affiliation - Concern with friendship, love, or

companionate activity; nurturance.

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Personality

Motivation

The triad

The consequences

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Personality

Motivation

The triad

The consequences: Leadership

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Personality

Motivation

The triad

The consequences: Leadership

Creativity

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Personality

Psychopathology

Creativity versus leadership

Artistic versus scientific creativity Formal versus expressive artistic creativity

Status quo versus revolutionary leadership

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Developmental psychology

Genetic endowment

Birth order

Childhood trauma

Formal education

Career development

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Genetic endowment

Family pedigrees

Psychopathological families

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Childhood trauma

Creators versus leaders

Artistic versus scientific creators Revolutionary versus normal scientists

Revolutionary versus status quo leaders

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Career development

Becoming an expert

Leadership Creativity

Age and achievement

The curve

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0 20 40 60

Career Age

0.0

0.51.0

1.5

2.0

Pro

duc

tiv

ity

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Career development

Becoming an expert


Age and achievement

The curve

The contrasts

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Career development

Becoming an expert


Age and achievement

The curve

The contrasts

Creativity

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Career development

Becoming an expert


Age and achievement

The curve

The contrasts

Creativity

Leadership

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Social psychology

Interpersonal Relationships

Group dynamics

Group decision making Groupthink phenomenon

Group problem solving

Creative research units

Situational influences Creativity

Leadership

C l i

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Conclusion:

Creativity and Leadership

Conceptual commonality: Impact

Often dependent on the same

underlying psychological factors Yet also diverge in subtle ways

Hence, the rarity of an often much

needed phenomenon:

Creative leadership

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Documents

TOM-HBS