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Leadership-driven Ideation: The Cognitive Effects of Directive Feedbacks on Creativity

Author

Listed:
  • Hicham Ezzat

    (CGS i3 - Centre de Gestion Scientifique i3 - MINES ParisTech - École nationale supérieure des mines de Paris - PSL - Université Paris sciences et lettres - CNRS - Centre National de la Recherche Scientifique)

  • Marine Agogué

    (HEC Montréal - HEC Montréal)

  • Mathieu Cassotti

    (LaPsyDÉ - UMR 8240 - Laboratoire de psychologie du développement et de l'éducation de l'enfant - UNICAEN - Université de Caen Normandie - NU - Normandie Université - UPD5 - Université Paris Descartes - Paris 5 - CNRS - Centre National de la Recherche Scientifique, CGS i3 - Centre de Gestion Scientifique i3 - MINES ParisTech - École nationale supérieure des mines de Paris - PSL - Université Paris sciences et lettres - CNRS - Centre National de la Recherche Scientifique)

  • Pascal Le Masson

    (CGS i3 - Centre de Gestion Scientifique i3 - MINES ParisTech - École nationale supérieure des mines de Paris - PSL - Université Paris sciences et lettres - CNRS - Centre National de la Recherche Scientifique)

  • Benoit Weil

    (CGS i3 - Centre de Gestion Scientifique i3 - MINES ParisTech - École nationale supérieure des mines de Paris - PSL - Université Paris sciences et lettres - CNRS - Centre National de la Recherche Scientifique)

Abstract

Leadership and creativity have usually been viewed as antagonist concepts, compromised between two contradictory variables: control and freedom. There is growing evidence that too much leadership control could kill subordinates' creativity, while in contrary too much freedom could lead them to chaos and disorder. In the past decades, countless researches suggested that in order for creativity to emerge, leaders should grant more freedom and autonomy to their followers. Our hypothesis is that leaders could foster subordinates' creative ideation capacities by controlling their ideation processes through directive feedbacks. In this study, we explored the influence of directive feedbacks interactively given by a leader at each idea generated by his/her subordinate, throughout a classical creative problem-solving task done online via a distant text conversation. The task consisted of generating as many original solutions as possible that allows that a hen's egg dropped from a height of ten meters does not break. Results confirmed that leaders' directive feedbacks were able to drive and guide subordinates' ideation paths in two distinctive directions, according to leaders' domain-relevant knowledge and vision for creativity.

Suggested Citation

  • Hicham Ezzat & Marine Agogué & Mathieu Cassotti & Pascal Le Masson & Benoit Weil, 2016. "Leadership-driven Ideation: The Cognitive Effects of Directive Feedbacks on Creativity," Post-Print halshs-01298791, HAL.
  • Handle: RePEc:hal:journl:halshs-01298791
    Note: View the original document on HAL open archive server: https://halshs.archives-ouvertes.fr/halshs-01298791
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    File URL: https://halshs.archives-ouvertes.fr/halshs-01298791/document
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    References listed on IDEAS

    as
    1. K. E. M. De Stobbeleir & S. J. Ashford & D. Buyens, 2008. "Feedback-Seeking Behavior as a Self-Regulation Strategy for Creative Performance," Working Papers of Faculty of Economics and Business Administration, Ghent University, Belgium 08/533, Ghent University, Faculty of Economics and Business Administration.
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    1. Hicham Ezzat & Pascal Le Masson & Benoit Weil, 2017. "Leading in the Unknown with Imperfect Knowledge: Situational Creative Leadership Strategies for Ideation Management," Post-Print halshs-01501808, HAL.
    2. Hicham Ezzat & Anaëlle Camarda & Mathieu Cassotti & Marine Agogué & Olivier Houdé & Benoît Weil & Pascal Le Masson, 2017. "How minimal executive feedback influences creative idea generation," PLOS ONE, Public Library of Science, vol. 12(6), pages 1-10, June.
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    More about this item

    Keywords

    Leadership; Creativity; Ideation; Functional Fixedness; Directive Feedback;
    All these keywords.

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