When Innovation Requires More: Dyadic Leadership and the Issue of Role Conflict

Open Access
Jayne, Bradley Steven
Graduate Program:
Master of Science
Document Type:
Master Thesis
Date of Defense:
November 17, 2014
Committee Members:
  • Samuel Todd Hunter, Thesis Advisor
  • leadership
  • shared leadership
  • dyadic leadership
  • innovation
  • role conflict
Leaders of innovative endeavors face complex demands and must balance a range of leadership activities throughout the creativity process. These leaders are more likely to experience feelings of role conflict. This study presents an experimental test of using dyadic leadership structure to increase innovative production within groups. We hypothesized that dyadic leaders would lead more creative groups and experience less role conflict. The results provided some, albeit limited, support for these hypotheses. Exploratory analyses were performed to investigate other possible mechanisms through which dyadic leaders perform effectively.