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Relationship Between Leadership Styles and Organizational Creativity

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Bratnicka K.
Management and Business Administration. Central Europe
|
2015
|
issue 1
69-78
EN
urpose: Empirical research on entrepreneurship in organizations has brought disparate and often contradictory evidence related to the impact of leadership on creativity in organizations. The purpose of this paper is to explore and discuss the impact of different leadership styles on creativity, with the view to formulating an integrated conceptual model that links creative novelty and creative practicality with leadership. Methodology: The author applied the methodology of meta-theoretical review. In accordance with the principles of theoretical bricolage, a new conceptual model was built on the basis of the multidimensional creativity theory and the leadership theory. In her analysis, the author took into account leadership styles that have already been subject to research; each of them was mapped in the two-dimensional space of organizational creativity. Findings: In order to fully understand the reasons for differences in organizational creativity, the drivers of divergences in the space of creative novelty and creative practicality need to be clarified. Greater knowledge about the impact of leadership styles on the structure and configuration of organizational creativity is necessary. In this paper, the author provides a theoretical framework that illustrates manners in which leadership influences organizational creativity. The model clarifies the role that leadership plays in shaping a unique configuration of organizational creativity, and consequently in ensuring the necessary internal adaptation of an organization. Originality: The value of this research lies in the situational interpretation of various leadership styles in the context of their impact on organizational creativity. The analysis goes beyond the conventional discussion about leadership and creativity, focused on establishing whether a given leadership style proves beneficial or not for organizational creativity. The paper identifies particular effects that several key leadership styles have on organizational creativity; they are depicted in a new theoretical framework
2
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Rola Przywództwa W Stymulowaniu Twórczości W Organizacjach

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Bratnicka K.
Organization and Management
|
2011
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issue 147
3

Creativity and effectiveness in organizations. A new approach to an old question1

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Bratnicka K.
Management
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2015
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vol. 19
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issue 1
33-45
EN
Juxtaposing the important insights of previous multilevel research, the following overarching question emerges as the central concern of this article: How do emergent processes and top- management initiatives affect the impact of organizational creativity on organizational effectiveness? To shed light on this question, I direct attention to bottom-up emergent processes and top-down management initiatives, which, I argue, offers important opportunities for the genesis of additional creativity effects. In all, the purpose of this article has been to address to recent theories and debates about the nature of organizational creativity and to highlight the crude beginnings of an alternative, multilevel approach. I explore how the dimensions of organizational creativity generated through emergent processes and top management initiatives plays a significant role in the leveraging organizational effectiveness.
4
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Rola technologii informatycznej we wspomaganiu twórczości organizacyjnej

100%
Bratnicka K.
e-mentor
|
2015
|
issue 4 (61)
59-65
EN
Although considerable research has focused on creativity in organizations, far less research has examined how to design computer systems supporting organizational creativity. Doing a systematic review of creativity theories, author address this void by developing three main principles for design of organizational creativity support systems. Theories and models of creativity are characterized by large diversity. Systematic review presented in this article takes into account only those which relate directly to the organizational creativity and have their roots in the creative activity of the company's employees. Characterized principles for the design of organizational creativity support systems are a good starting point to build measurement tool to assess functionality of information technology used in the organization supporting organizational creativity. The details of these principles extend and deepen our understanding of information technology role in enhancing companies' creativity.
5
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Twórcza przedsiębiorczość organizacyjna

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Bratnicka K.
Studia Ekonomiczne
|
2015
|
vol. 212
23-34
PL
W charakterystycznym dla współczesnej gospodarki dużym natężeniu konkurencji oraz narastającej szybkości zmian twórczość i przedsiębiorczość są coraz bardziej pożądane. W ostatnich latach wyłonił się i rozwija nowy typ badań - przedsię¬biorcza twórczość i twórcza przedsiębiorczość, które są zorientowane na integrację do¬robku w zakresie twórczości i przedsiębiorczości. Tym niemniej, niewiele jak dotychczas wiadomo o związkach zachodzących pomiędzy twórczością organizacyjną i przedsiębior¬czością organizacyjną. Nie ma też jasności, czy pojęcia te są odrębnymi konstruktami. W niniejszym opracowaniu poszukuje się odpowiedzi na te pytania na drodze przedsta¬wienia holistycznego modelu twórczej przedsiębiorczości organizacyjnej opartego na metodologicznych podstawach teorii twórczości, teorii przedsiębiorczości oraz teorii zarządzania strategicznego
EN
In an increasingly competitive and fast-paced economy, creativity and entre¬preneurship are increasingly being demanded. Recent years have seen the emergence and growth of a new type of research: entrepreneurial creativity and creative entrepreneurs¬hip, which are aimed to integrate creativity and entrepreneurship. However, little is known about relationships between organizational creativity and corporate entrepre¬neurship and whether they in fact are different constructs. This paper begins to answer those questions by presenting a holistic model of creative corporate entrepreneurship grounded in creativity theory, entrepreneurship theory, and strategic management theory.
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Twórczość i innowacyjność w przedsiębiorstwie. Pośrednicząca rola przedsiębiorczości organizacyjnej

100%
Bratnicka K.
Studia Ekonomiczne
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2014
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vol. 183 cz 1
28-37
EN
This article investigates the impact of organizational creativity on firm innovativeness. Building on work on creativity, innovation and entrepreneurship, I hypothesise, that corporate entrepreneurship mediates the relationship between organizational creativity and firm innovativeness. Using date from 185 small-and-medium size Polish firms, the study shows empirical support for my theoretical framework. The paper thus contributes to theory of how organizational creativity influence firm innovativeness in corporate entrepreneurship context. I discuss the implications of these finding for further organizational creativity research in organizations.
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Rozwikłanie zależności pomiędzy klimatem organizacyjnym a innowacyjnymi zachowaniami organizacyjnymi

51%
Bratnicka K., Ingram T., Wronka-Pośpiech M.
Zeszyty Naukowe UPH seria Administracja i Zarządzanie
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2016
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vol. 38
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issue 111
213-225
PL
Twórczość i innowacyjność są trudnymi do wykluczenia przesłankami tworzeniai zawłaszczania przez przedsiębiorstwo wartości, a klimat organizacyjny jest kluczowym narzędziemkształtującym odpowiednie zachowania pracowników. Celem artykułu jest identyfikacjazależności pomiędzy klimatem organizacyjnym i innowacyjnymi zachowaniami organizacyjnymi.W oparciu o dane 225 respondentów zatrudnionych w 30 przedsiębiorstwach branży IT głównahipoteza mówiącą o pozytywnym wpływie klimatu organizacyjnego na innowacyjne zachowaniaorganizacyjne została potwierdzona. W zakończeniu przedstawiono implikacje teoretyczne i praktyczne.
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