How leaders impact employee creativity a study of Indian R&D laboratories-Indian.pdf

Ad mughal rulers the british colonial masters and the

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AD, Mughal rulers, the British colonial masters and the post‐independence and pre‐1990s socialistic views and post‐1990 liberalisation. These experiences have led to the constitution of a composite mindset having overlapping and consistent as well as inconsistent and contradictory beliefs, values, norms, and behaviour. Therefore, the primary challenge in front of us is “What are the factors that affect creativity for workers in Indian R&D and how to enhance their creativity using these factors”. Leader behaviours There have been huge discussions on the methodology to classify the leadership styles and which all factors would be crucial in a conducive work environment. There is a cluster of approaches suggesting that leaders need to focus on their self, develop it to develop their subordinates in a mutually supportive process of growing together and leading organisation to run effectively. Research has also hinted at a positive relationship between a leader’s emotional intelligence and creativity of the subordinates (Rego et al., 2007; Suliman and Al‐Shaikh, 2007; Zhou and George, 2003). The available information strongly indicates that it is possible to enhance the creativity of employees but most of these categories, inspired by the popular two‐factor behavioural conceptualizations (e.g. initiating structure and consideration Fleishman, 1953; transformation and transactional Bass, 1985), are too multifaceted and arbitrary to yield consistent results on subordinate creativity (Amabile et al., 2004; Yukl and Van Fleet, 1992). The primary differences between the leadership requirements of traditional and empowered environments tell us that conventional measures of leadership may not apply to empowered work environments. Empowered environments are those which require the workers to use their creativity in decision making and in day-day professional activities. Thus, modern factors have to be identified to instigate creativity among the workers. Rather than working with some fancy terminologies, it is better to rely on descriptive information about leadership and leaders. Studies which evaluate comprehensive view of these behaviours and where creative employees are provided with an opportunity to rate many leader behaviours will yield information on the behaviours which are most desirable to employees. Additionally, most of the studies so far have been conducted in a lab or an e ducation setting. Field studies are important to understand real‐life organisational influences. Methodology In this paper, a bottom-up approach is used for the investigation of leader behaviours in R&D labs in India. The combined knowledge from in-depth interviews and literature survey helped in creating the inventory of leadership behaviour. As we focus on R&D professionals working in the Indian context, we first explain how we identified this group from the working population and how we identified participants/volunteers for the interview purpose. We then went on to describe how we collected data and how we used the interview results and the literature review to arrive at our inventory. The in‐depth
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  • Summer '13
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