Facilitative Style, Individual Innovation, and Emergent Leadership in Problem Solving Groups

Abstract

ABSTRACT This study responded to an issue raised in a recent review of leadership research regarding the lack of available data concerning leader characteristics and management of creative work groups. Specifically, the effects of facilitative leadership style and individual creative contributions on emergent leadership were assessed in an initially leaderless creative problem solving situation. Participants were 34 university security officers who were divided into four groups to play Island Commission. At the end of the session, participants rated each other on facilitative style, innovative contribution, and leadership behavior. Both independent variables made a significant contribution to perceptions of leadership ( R = .82, p < .0001). Results are discussed in terms of leadership theory, and implications for personnel selection, training, and development of creative problem solving teams.