Managing for Creativity: back to basics in R&D

Abstract

Abstract The author addresses the question of how to train R&D managers to encourage scientists to work more creatively. His studies of the preferences of R&D scientists show that they actually enjoy creating. He asserts that in the interests of increasing enjoyment the role of managers is to remove blocks to creativity, such as negative criticism, lack of time, lack of resources and lack of freedom. On the other hand too much freedom can attenuate the creative urge and the manager must be prepared to offer guidance and supportive consultation. To help R&D managers towards an appropriate management style the author has devised and run creativity workshops structured around a new model that combines features of some well‐known srtuational leadership models. He gives examples of how leadership styles can be adapted to address the problem of developing and leading self‐directed and responsible subordinates.