Maximizing organizational leadership capacity for the future

Abstract

PurposeThe purpose of this paper is to develop and present a model of self‐leadership, innovation and creativity.Design/methodology/approachDrawing upon existing theoretical and empirical evidence the paper develops and presents a conceptual model of the relationships between self‐leadership, innovation, creativity, and organizational support. The paper also presents research propositions based upon the relationships suggested by the model.FindingsThe model suggests that individuals with strong self‐leadership will consider themselves to have more innovation and creativity potential than individuals who have weak self‐leadership, and that individuals who have innovation and creativity potential will be more likely to practise innovation and creativity when they perceive strong support from the workplace than individuals who perceive weak support from the workplace.Research limitations/implicationsFuture researchers should examine empirically the linkages suggested by this model along with other relationships asserted or implied by the creativity and self‐leadership literature as summarized in the paper.Practical implicationsThe model suggests that organizational leaders would be well advised to encourage the practice of self‐leadership among the members of organizations while striving to build work environments that support of creativity and innovation at the group, supervisor, and organizational levels.Originality/valueThis paper makes a valuable contribution to both the self‐leadership and creativity literatures by being one of the first to examine the relationships between these important organizational concepts.