The Psychology Of Creative Leadership And Its Influence On Innovative Teams – Introduction. Leadership is effectively related to the adoption and implementation of innovations at the group level, as managers control strategic decisions and policy making, manage resources, and moderate the scanning and evaluation of the environment. This article attempts to provide new concepts and explore theoretical and practical implications for better understanding how the role of leadership is implemented in a research environment to promote team creativity and innovation.

Methods: Quantitative analysis was reliable compared to qualitative research mainly because the research was conducted using the same method using a questionnaire that was selected after testing principal component analysis (PCA) and confirmatory factor analysis (CFA).

The Psychology Of Creative Leadership And Its Influence On Innovative Teams

Results: The results show that idea generation has a positive impact on leadership, contributing to organizational growth and competitive advantage. In addition, the PMEG framework (people, means, results, goals) will have a positive impact on leadership because leaders focus on those factors that affect attitudes, behaviors, and interactions between groups.

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Discussion: This document emphasizes the involvement of research organizations and groups in the development of new products, services, technologies and processes that positively affect the group. This study is the first to address the role of PMEG structure in factors affecting individual attitudes, behaviors, and group interactions. The main contribution of the study is to examine creativity as a potential mediator of innovative organizational leadership.

Research and development is highly dependent on creative minds that will be able to create the innovations of tomorrow. Barsh et al. (2008) research that innovation is predicted to be one of the main drivers of growth in the coming years. Previous studies (e.g. Amabile, 2012; Kesting et al., 2015; Yi et al., 2017) have shown that most new ideas (about 80%) are implemented by employees, who have an important source of innovation. New employee ideas give companies the opportunity to achieve their goals and develop. For example, Shafique et al. (2019) investigated the relationship patterns between transformational leadership style and organizational level performance through individual level creativity. In another study, Shafique et al. (2019) used a multilevel model to examine the effect of authentic leadership on team effectiveness through individual-level creativity.

In addition, Amabile and Pratt (2016) provided a model of organizational innovation that includes individual skills. This model reveals the concept of organizational innovation and individual creativity. Furthermore, the corporate environment influences individual creativity, while individual creativity enhances organizational innovation. In addition to creating a good climate for creativity, the role of leaders is to ensure that subordinates remain active in their work and try to create new products, techniques and ways to stay competitive (Shalley and Gilson, 2004). This is true for scientists in R & D areas that are particularly interested in goals such as intellectual challenges or independence (Sauermann and Cohen, 2010). In this way, Rosso (2014) says that the model of the creative sector affects the creativity of the organization, suggesting that motivation is the desire to be involved in interesting and important creative results.

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The theory of creativity, emphasized by Amabile (1988) through the mediation model, suggests that the leader’s behavior affects subordinates’ perceptions of the leader’s support, which in turn affects creativity, and is directly influenced by the leader (Amabile et al. , 2004). Subsequent work has shown that interactions between leaders and subordinates can influence “perceptions, emotions and performance” and can positively promote creativity over time by promoting intrinsic motivation (Amabile et al., 2004; Amabile, 2012). The study also found that leaders who informed team members about stress issues, publicly recognized exemplary work or responded to work challenges with understanding, and were properly organized with tangible help. However, they indicated the need for more research to further explore these characteristics and, interestingly, the relationship between creativity, innovation and leadership style. Currently, the authors suggest the need for a deeper study of these characteristics in order to gain a better understanding of the role they play, for example, in the area of research and development. Therefore, this study will try to identify the characteristics of a leader that improve the motivation of subordinates in creativity and environment in the context of education and R&D.

Although the concept of leadership is common throughout the world, the person who takes the role of leadership is called a ‘leader’, while the leaders of the group are called ‘followers’, although one person can do both of these tasks at the same time (Yukl) , 2002; Gosling et al., 2009; Middlehurst et al., 2009; Griffith et al., 2018; Pelletier et al., 2019). Leaders can encourage their followers to hold on to their values and aspirations, and to sacrifice their own needs and goals. These theories also suggest that leaders can elicit and control emotions rather than relying on rational processes to motivate other people (Moss and Ritossa, 2007, p. 433). In light of Kesting et al. (2015), leadership refers to the manifestation of behavior that affects a person’s attitude and behavior, and cooperation between groups (see Figure 1 below) with the aim of achieving goals. Thus, there are four dimensions of leadership ie people, means, results and ends (PMEG). People mean that the target system of results is not used by any researcher. In addition, Winston and Patterson (2006) added that during the leadership process, the leader allows the followers to be innovative and self-directed in the activities of the followers and allows the followers to learn from themselves and others. successes, mistakes and failures in the process of achieving organizational goals.

The PMEG framework (Figure 1) emphasizes two main concepts that address the common values that affect business and address leadership theories in the area of research and development. Leadership means expressing certain behaviors (Kesting et al., 2015), but given this framework; we do not know how the PMEG structure will affect leadership in the research area. However, there is a knowledge gap about whether and to what extent the PMEG framework will influence leadership in the R&D area (Fachrunnisa et al., 2019; Andrei et al., 2022). Accordingly, Chemers (1997, p. 1) defines leadership as “a process of social influence in which one person can seek the help and support of others in accomplishing a common task.” The emergence of four general dimensions of leadership (Kesting et al., 2015, p. 23) are taken as follows:

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Human beings. Leadership is an individual concept that requires a logical distinction (which may be clear or obvious, temporary or permanent) between leaders and followers, without meaningless leadership. For example, ethical leaders tend to love people. Human rights, humanity, skill and learning are likely to favor ethical leaders who empower their employees to acquire the skills and knowledge they need to do their jobs and place them in the right positions. In addition, they encourage followers to focus their skills in the right direction to improve efficiency. As a result, employees have the knowledge, power, and motivation to be creative, and are expected to do so at work, encouraging creativity (Kremer et al., 2019; Shafique et al., 2019).

Methods – The nature of leadership is that leaders control and take specific actions to direct or influence followers. Studies will show that these methods can include very different activities such as training, empowerment or service, and without such activities there is no leadership. For example, leaders with high moral and ethical values emphasize the importance of employees’ efforts to achieve the company’s goals; it was noted. Employees are motivated by cognitive processes to pay more attention to the value of their work, which encourages them to generate and use original ideas to find new ways to achieve organizational goals (Shafique et al., 2019; Han et al., 2020; Lee et al., 2020; Lee ). et al., 2020).

Results – The result of leading is getting feedback from followers, that is, following them. The analysis will show that the results may include different responses such as increased interest or commitment, fine adjustment of rewards, clear beliefs, and so on. Without results, leadership efforts will lead nowhere. In a study by Shafik et al. (2019) showed that employees can participate in knowledge development and dissemination in companies where ethical leaders develop policies to facilitate knowledge sharing and promote collaboration. Creating such an atmosphere makes it easier for employees to connect and communicate, and helps them build cooperative and trusting relationships with their colleagues and leader(s). Therefore, to maintain communication and facilitate collaboration, employees invest their time in creating knowledge, which increases the number of new ideas they bring to their workplace (Akbari et al., 2020; Khan et al., 2020).

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Goals – Leadership is ultimately about goals. These goals can be a broad vision of a promising future, but they can be very concrete goals. In any case, leadership points the way. In the context of this paper and in the light of the above arguments, we state our first hypothesis below, related to RQ1:

H1: The PMEG framework will have a positive impact on leadership because leaders focus on those factors that affect the attitudes, behaviors, and interactions of groups.

In addition, it increases the productivity of followers, changes personal values, and directs them to higher aspirations (Paulsen et al., 2013; Kremer).

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