| Theorists and researchers have suggested that the difference between organizations that continue to compete, adapt and grow and those that stagnate is often attributed to employee creativity. Employee creativity is a relatively unexplained area in organizational change and innovation. How to manage employee creativity has been identified as an important organizational problem, yet little is known about processes managers can utilize to support and nurture creativity. This study explored links between employee creativity and employees' perceptions of ideal leader behaviors.; This study examined ratings of employees in high tech computer software companies. Employees were assigned to one of three creativity groups based on self-reports and observational ratings. The principal goal of this research was to determine if there was a difference between employees in high creativity and low creativity groups with respect to their perceptions of ideal leader behaviors.; This research showed that employee perceptions of desired leader behaviors were related to employee creativity levels. This investigation also confirmed previous research findings associating innovative leader behaviors (e.g., tolerance of uncertainty, providing autonomy and freedom) with the preferences of creative employees. Moreover, this study showed that the same innovative behaviors were not highly rated or desired by noncreative employees.; Further examination of the employee ratings of leader behaviors suggest that for both high and low creativity groups, behaviors associated with maintaining and enhancing harmonious work relationships received priority over all leader activities. Employees also rated behaviors associated with a leader's ability to handle problems, eliminate distractions and maintain order to be among the most highly desired leader behaviors. |
