When Innovation Requires More: Dyadic Leadership and the Issue of Role Conflict
Open Access
Author:
Jayne, Bradley Steven
Graduate Program:
Psychology
Degree:
Master of Science
Document Type:
Master Thesis
Date of Defense:
November 17, 2014
Committee Members:
Samuel Todd Hunter, Thesis Advisor/Co-Advisor
Keywords:
leadership shared leadership dyadic leadership innovation role conflict
Abstract:
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.
