Charismatic, Ideological, and Pragmatic Leaders' Influence on Subordinate Creative Performance Across the Creative Process

Jeffrey B. Lovelace, Samuel T. Hunter

Research output: Contribution to journalArticle

16 Scopus citations

Abstract

Using the charismatic, ideological, and pragmatic (CIP) model of leadership as a framework, 2 primary research questions were examined. First, when engaging in different tasks along the creative process, does leadership style influence the creative performance of subordinates? Second, how does the level of stress, to which subordinates are exposed, moderate the relationship between leadership style and creative performance? Hypotheses were tested using a laboratory-based design, where 336 participants engaged in 3 unique creative tasks specifically designed to represent the different steps along the creative process. The results indicate that charismatic leaders influence subordinate creative performance above and beyond pragmatic and ideological leaders on middle-stage creative tasks. Moreover, higher levels of stress decreased individual creative performance in terms of ratings of quality, but not originality. Additionally, stress had the least amount of impact on those individuals with a pragmatic leader. Implications and directions for future research are discussed.

Original languageEnglish (US)
Pages (from-to)59-74
Number of pages16
JournalCreativity Research Journal
Volume25
Issue number1
DOIs
StatePublished - Jan 1 2013

All Science Journal Classification (ASJC) codes

  • Visual Arts and Performing Arts
  • Developmental and Educational Psychology
  • Psychology (miscellaneous)

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