Abstract
In this chapter, we focus on identity conflict and specifically examine the intrapersonal conflict individuals may experience between their “creator” and “leader” identities when transitioning to managerial roles in creative settings. We discuss the conflictual relationship between leadership and creativity noted in the literature and describe possible triggers of creative–leader identity conflict. We emphasize four main triggers, i.e., schema incongruence, discrepant role requirements, competing institutional logics, and change events/transitions. We further discuss four identity conflict resolution strategies (integration, separation, elimination, and switching) and describe identity conflict implications within the multicontext creative leadership framework.
| Original language | English |
|---|---|
| Title of host publication | Handbook of Organizational Creativity |
| Subtitle of host publication | Leadership, Interventions, and Macro Level Issues, Second Edition |
| Publisher | Elsevier |
| Pages | 21-31 |
| Number of pages | 11 |
| ISBN (Electronic) | 9780323918411 |
| ISBN (Print) | 9780323984829 |
| DOIs | |
| State | Published - 1 Jan 2023 |
Bibliographical note
Publisher Copyright:© 2023 Elsevier Inc. All rights reserved.
Keywords
- Creative identity
- Creative leadership
- Identity conflict
- Implicit creativity theories
- Implicit leadership theories
- Leader identity