Leading in the Unknown with Imperfect Knowledge: Situational Creative Leadership Strategies for Ideation Management
International audience In a fast-changing world, constantly innovating remains one of the principal challenges most organizations are facing nowadays. Survival of organizations became principally linked to the creative generation capacity of their staffs. Nonetheless, fixation imposes a key constrai...
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ftccsdartic:oai:HAL:halshs-01501808v2 2023-05-15T16:51:54+02:00 Leading in the Unknown with Imperfect Knowledge: Situational Creative Leadership Strategies for Ideation Management Ezzat, Hicham Le Masson, Pascal Weil, Benoit Centre de Gestion Scientifique i3 (CGS i3) MINES ParisTech - École nationale supérieure des mines de Paris Université Paris sciences et lettres (PSL)-Université Paris sciences et lettres (PSL)-Centre National de la Recherche Scientifique (CNRS) ANR-13-SOIN-0004,IDéfixE,Inhibition, Défixation et Exploration: étude des bocages neurocognitifs dans la créativité et l'innovation.(2013) Reykjavik, Iceland 2017-06-11 https://halshs.archives-ouvertes.fr/halshs-01501808 https://halshs.archives-ouvertes.fr/halshs-01501808v2/document https://halshs.archives-ouvertes.fr/halshs-01501808v2/file/IPDM%20Hicham%20Ezzat_June2017.pdf en eng HAL CCSD halshs-01501808 https://halshs.archives-ouvertes.fr/halshs-01501808 https://halshs.archives-ouvertes.fr/halshs-01501808v2/document https://halshs.archives-ouvertes.fr/halshs-01501808v2/file/IPDM%20Hicham%20Ezzat_June2017.pdf info:eu-repo/semantics/OpenAccess 24th Innovation and Product Development Management (IPDM) Conference https://halshs.archives-ouvertes.fr/halshs-01501808 24th Innovation and Product Development Management (IPDM) Conference , Jun 2017, Reykjavik, Iceland leadership creativity ideation fixation contingency Feedback [SHS.GESTION]Humanities and Social Sciences/Business administration [SHS.PSY]Humanities and Social Sciences/Psychology [SHS.EDU]Humanities and Social Sciences/Education info:eu-repo/semantics/conferenceObject Conference papers 2017 ftccsdartic 2021-11-21T02:26:06Z International audience In a fast-changing world, constantly innovating remains one of the principal challenges most organizations are facing nowadays. Survival of organizations became principally linked to the creative generation capacity of their staffs. Nonetheless, fixation imposes a key constraint to the aptitude of individuals to constantly come up with innovative ideas. Numerous studies have highlighted the significant role that could be played by leadership in this regard. Nevertheless, most of these works studied leadership's role from a social perspective, reducing the function of creative leaders as facilitators. From a more cognitive perspective, very few works have shed the light on the role of creative leaders during ideation processes. However, very recent studies showed that leaders could efficiently play the role of de-fixators, by preparing carefully their interventions (instructions, feedbacks, etc.) within the ideation process, according to their capacity to recognize the frontier between fixation and de-fixation of a project. In the present paper, we have furthered these findings, by exploring the effect of feedbacks, in specific cases in which leaders lead their teams in the unknown with imperfect knowledge. Based on varying levels of knowledge (leaders' ability to recognize if a particular idea generated by his team is inside or outside fixation), we implemented a theoretical model for ideation management using design and probability theories. Using a theory-driven experimental procedure, we showed in this paper that leadership strategies for ideation management should adopt less generic and universal tactics (such as brainstorming rules for example), but rather more situational approaches depending on followers' capacity to think out of the dominant design. 2 Conference Object Iceland Archive ouverte HAL (Hyper Article en Ligne, CCSD - Centre pour la Communication Scientifique Directe) |
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Archive ouverte HAL (Hyper Article en Ligne, CCSD - Centre pour la Communication Scientifique Directe) |
op_collection_id |
ftccsdartic |
language |
English |
topic |
leadership creativity ideation fixation contingency Feedback [SHS.GESTION]Humanities and Social Sciences/Business administration [SHS.PSY]Humanities and Social Sciences/Psychology [SHS.EDU]Humanities and Social Sciences/Education |
spellingShingle |
leadership creativity ideation fixation contingency Feedback [SHS.GESTION]Humanities and Social Sciences/Business administration [SHS.PSY]Humanities and Social Sciences/Psychology [SHS.EDU]Humanities and Social Sciences/Education Ezzat, Hicham Le Masson, Pascal Weil, Benoit Leading in the Unknown with Imperfect Knowledge: Situational Creative Leadership Strategies for Ideation Management |
topic_facet |
leadership creativity ideation fixation contingency Feedback [SHS.GESTION]Humanities and Social Sciences/Business administration [SHS.PSY]Humanities and Social Sciences/Psychology [SHS.EDU]Humanities and Social Sciences/Education |
description |
International audience In a fast-changing world, constantly innovating remains one of the principal challenges most organizations are facing nowadays. Survival of organizations became principally linked to the creative generation capacity of their staffs. Nonetheless, fixation imposes a key constraint to the aptitude of individuals to constantly come up with innovative ideas. Numerous studies have highlighted the significant role that could be played by leadership in this regard. Nevertheless, most of these works studied leadership's role from a social perspective, reducing the function of creative leaders as facilitators. From a more cognitive perspective, very few works have shed the light on the role of creative leaders during ideation processes. However, very recent studies showed that leaders could efficiently play the role of de-fixators, by preparing carefully their interventions (instructions, feedbacks, etc.) within the ideation process, according to their capacity to recognize the frontier between fixation and de-fixation of a project. In the present paper, we have furthered these findings, by exploring the effect of feedbacks, in specific cases in which leaders lead their teams in the unknown with imperfect knowledge. Based on varying levels of knowledge (leaders' ability to recognize if a particular idea generated by his team is inside or outside fixation), we implemented a theoretical model for ideation management using design and probability theories. Using a theory-driven experimental procedure, we showed in this paper that leadership strategies for ideation management should adopt less generic and universal tactics (such as brainstorming rules for example), but rather more situational approaches depending on followers' capacity to think out of the dominant design. 2 |
author2 |
Centre de Gestion Scientifique i3 (CGS i3) MINES ParisTech - École nationale supérieure des mines de Paris Université Paris sciences et lettres (PSL)-Université Paris sciences et lettres (PSL)-Centre National de la Recherche Scientifique (CNRS) ANR-13-SOIN-0004,IDéfixE,Inhibition, Défixation et Exploration: étude des bocages neurocognitifs dans la créativité et l'innovation.(2013) |
format |
Conference Object |
author |
Ezzat, Hicham Le Masson, Pascal Weil, Benoit |
author_facet |
Ezzat, Hicham Le Masson, Pascal Weil, Benoit |
author_sort |
Ezzat, Hicham |
title |
Leading in the Unknown with Imperfect Knowledge: Situational Creative Leadership Strategies for Ideation Management |
title_short |
Leading in the Unknown with Imperfect Knowledge: Situational Creative Leadership Strategies for Ideation Management |
title_full |
Leading in the Unknown with Imperfect Knowledge: Situational Creative Leadership Strategies for Ideation Management |
title_fullStr |
Leading in the Unknown with Imperfect Knowledge: Situational Creative Leadership Strategies for Ideation Management |
title_full_unstemmed |
Leading in the Unknown with Imperfect Knowledge: Situational Creative Leadership Strategies for Ideation Management |
title_sort |
leading in the unknown with imperfect knowledge: situational creative leadership strategies for ideation management |
publisher |
HAL CCSD |
publishDate |
2017 |
url |
https://halshs.archives-ouvertes.fr/halshs-01501808 https://halshs.archives-ouvertes.fr/halshs-01501808v2/document https://halshs.archives-ouvertes.fr/halshs-01501808v2/file/IPDM%20Hicham%20Ezzat_June2017.pdf |
op_coverage |
Reykjavik, Iceland |
genre |
Iceland |
genre_facet |
Iceland |
op_source |
24th Innovation and Product Development Management (IPDM) Conference https://halshs.archives-ouvertes.fr/halshs-01501808 24th Innovation and Product Development Management (IPDM) Conference , Jun 2017, Reykjavik, Iceland |
op_relation |
halshs-01501808 https://halshs.archives-ouvertes.fr/halshs-01501808 https://halshs.archives-ouvertes.fr/halshs-01501808v2/document https://halshs.archives-ouvertes.fr/halshs-01501808v2/file/IPDM%20Hicham%20Ezzat_June2017.pdf |
op_rights |
info:eu-repo/semantics/OpenAccess |
_version_ |
1766042019840393216 |