2.50
Hdl Handle:
http://hdl.handle.net/10547/576864
Title:
Developing creative leadership in a public sector organisation
Authors:
Loewenberger, Pauline Anne; Newton, Mark; Wick, Kylie
Abstract:
Purpose – This paper aims to demonstrate the effective development of creative and innovative capability in a rigid bureaucratic public sector environment of an area of the British Transport Police, championed by the Area Commander and informed by extant literature. Design/methodology/approach – The focus is on an intervention that addressed two related issues suggested by extant literature, cognitive blocks to creative thinking and organisational barriers. A diagnostic assessment of the climate for creativity prompted reflection leading to simultaneous interventions, combining supervisory and senior management support with a structured process of creative problem solving focusing on problems generated at a strategic level. Findings – This has proved highly effective. At the end of the first year, five six-week cycles had already resulted in more than 600 new ideas, of which 52 were in the pipeline and 13 had already been endorsed. Few required financial investment and have increased effectiveness and optimised use of resources – literally doing more with less. Evidence is emerging of a climate more supportive of creativity and innovation. Practical implications – Positive outcomes have significant implications for the enhancement of creativity and innovation through intrinsic motivation. This example has potential for other public service organisations. Originality/value – Simultaneous interventions across multiple levels are rare. That this has been achieved in a rigid bureaucratic environment public sector organisation adds to the unique value of this contribution.
Affiliation:
University of Bedfordshire; British Transport Police
Citation:
Loewenberger P., Newton M. and Wick K. (2014) 'Developing creative leadership in a public sector organisation' International Journal of Public Sector Management Vol 27 (3) pp190-200
Publisher:
Emerald
Journal:
International Journal of Public Sector Management
Issue Date:
2014
URI:
http://hdl.handle.net/10547/576864
DOI:
10.1108/IJPSM-11-2012-0152
Additional Links:
http://www.emeraldinsight.com/doi/abs/10.1108/IJPSM-11-2012-0152#
Type:
Article
Language:
en
ISSN:
0951-3558
Appears in Collections:
Centre for Leadership Innovation (CLI)

Full metadata record

DC FieldValue Language
dc.contributor.authorLoewenberger, Pauline Anneen
dc.contributor.authorNewton, Marken
dc.contributor.authorWick, Kylieen
dc.date.accessioned2015-09-07T11:12:35Zen
dc.date.available2015-09-07T11:12:35Zen
dc.date.issued2014en
dc.identifier.citationLoewenberger P., Newton M. and Wick K. (2014) 'Developing creative leadership in a public sector organisation' International Journal of Public Sector Management Vol 27 (3) pp190-200en
dc.identifier.issn0951-3558en
dc.identifier.doi10.1108/IJPSM-11-2012-0152en
dc.identifier.urihttp://hdl.handle.net/10547/576864en
dc.description.abstractPurpose – This paper aims to demonstrate the effective development of creative and innovative capability in a rigid bureaucratic public sector environment of an area of the British Transport Police, championed by the Area Commander and informed by extant literature. Design/methodology/approach – The focus is on an intervention that addressed two related issues suggested by extant literature, cognitive blocks to creative thinking and organisational barriers. A diagnostic assessment of the climate for creativity prompted reflection leading to simultaneous interventions, combining supervisory and senior management support with a structured process of creative problem solving focusing on problems generated at a strategic level. Findings – This has proved highly effective. At the end of the first year, five six-week cycles had already resulted in more than 600 new ideas, of which 52 were in the pipeline and 13 had already been endorsed. Few required financial investment and have increased effectiveness and optimised use of resources – literally doing more with less. Evidence is emerging of a climate more supportive of creativity and innovation. Practical implications – Positive outcomes have significant implications for the enhancement of creativity and innovation through intrinsic motivation. This example has potential for other public service organisations. Originality/value – Simultaneous interventions across multiple levels are rare. That this has been achieved in a rigid bureaucratic environment public sector organisation adds to the unique value of this contribution.en
dc.language.isoenen
dc.publisherEmeralden
dc.relation.urlhttp://www.emeraldinsight.com/doi/abs/10.1108/IJPSM-11-2012-0152#en
dc.subjectleadershipen
dc.subjectinnovationen
dc.subjectpublic sector organizationsen
dc.subjectmanagement learningen
dc.subjectorganisational climateen
dc.subjectproblem-solvingen
dc.subjectN200 Management studiesen
dc.titleDeveloping creative leadership in a public sector organisationen
dc.typeArticleen
dc.contributor.departmentUniversity of Bedfordshireen
dc.contributor.departmentBritish Transport Policeen
dc.identifier.journalInternational Journal of Public Sector Managementen
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