Creativity is good -- and more critical than ever in business. So why do so many once-creative companies get bogged down over time, with continuous innovation the exception and not the norm? Wharton management professor Jennifer Mueller and colleagues from Cornell University and the Indian School of Business have gained critical insight into why.
In a paper titled, "Recognizing Creative Leadership: Can Creative Idea Expression Negatively Relate to Perceptions of Leadership Potential?" to be published in the March 2011 issue of the Journal of Experimental Social Psychology, Mueller and co-authors Jack A. Goncalo of Cornell and Dishan Kamdar of ISB undertook three studies to examine how creative people were viewed by colleagues. The troubling finding: Those individuals who expressed more creative ideas were viewed as having less, not more, leadership potential. The exception, they found, was when people were specifically told to focus on charismatic leaders. In that case, creative types fared better. But the bottom line is that, in most cases, being creative seems to put people at a disadvantage for climbing the corporate ladder. "It is not easy to select creative leaders," says Mueller. "It takes more time and effort to recognize a creative leader than we might have previously thought."
To read the full, original article click on this link: A Bias against 'Quirky'? Why Creative People Can Lose Out on Leadership Positions
