Keywords : Creativity

Assessment of Leadership for Innovation and Perceived Organizational Innovativeness: Differences between Self-Reported Individual and Social Creativity

Per Eisele

International Journal of Organizational Leadership, 2017, Volume 6, Issue 4, Pages 470-480
DOI: 10.33844/ijol.2017.60326

The aim of the present study was to investigate how employees assess innovation and leadership and to know if there was a difference between individual and social creativity in these assessments. In a private firm within the creative industry, employees (N=153) assessed organizational innovativeness and leadership for innovation. The perceived organizational innovativeness scale (PORGI) and a new leadership for innovation scale (LIS) were used. Independent variables were self-report measurements of individual creativity and social creativity. Analysis indicates that the company is perceived as innovative but the leaders score low on leadership for innovation. Socially creative employees view their workplace as less innovative than individually creative people and is also more negative in the assessment of their leader’s ability to facilitate innovation. Notably, social creativity correlated negatively with leadership for innovation and perceived organizational innovativeness.

The effect of in-service entrepreneurship training on mass media managers’ entrepreneurship: A case study of IRIB

Hassan Motaharrad; Hamid Reza Arasteh; Parivash Jafari

International Journal of Organizational Leadership, 2014, Volume 3, Issue 2, Pages 114-126
DOI: 10.33844/ijol.2014.60433

This study investigates the impact of in-service entrepreneurship training on the improvement of mass media managers’ entrepreneurship in Islamic Republic of Iran Broadcasting (IRIB), Tehran, Iran. Features of corporate entrepreneurship were regarded as four dimensions of creativity and innovation, risk-taking, perseverance, and competitive spirit. Also, we examined the effect of entrepreneurship training on corporate entrepreneurship. To collect the data, we developed a questionnaire. Forty four production managers of IRIB volunteered tofill in the questionnaire. However, 4 persons were excluded from the group due to incomplete completion of the questionnaire and treatment which made the participants 40 people. The participants were randomly assigned to two participating groups. To test the hypotheses,
variance and multi-covariance tests were applied. The analysis of the data obtained showed that the entrepreneurship training has significant effect on creativity, risk-taking, perseverance, and competitive spirit.