Confidence sits at the heart of effective and creative leadership. In a modern workplace, leaders are expected not only to guide teams but also to generate useful and original ideas — a responsibility that increasingly extends to employees as well.
Leadership expert Dina Krasikova, an assistant professor of management at The University of Texas at San Antonio, studied how leadership behaviour shapes creativity and performance in today’s organizations. Her research shows that workplace creativity depends as much on leadership style as on individual talent.
“Creativity is valued in many organizations, especially places like Google,” Krasikova said. “In any type of organization, a leader is expected to come up with useful, novel ideas. Naturally, employees carry that responsibility as well.”
But when leadership fails, the effects are immediate. Krasikova’s research found that ineffective or abusive leaders often create stressful environments by humiliating employees, playing favourites, or failing to give proper credit. Stress, she notes, directly undermines creativity and productivity.
“When you feel stressed, you feel helpless, and your productivity and creativity are diminished,” she said. “Often this starts with the leader — for example, when employees receive unclear or conflicting expectations. Clear roles and communication make a real difference.”
Together with her colleagues Lei Huang from Auburn University and Dong Liu from Georgia Institute of Technology, Krasikova explored what makes creative leaders effective. One key factor stood out: confidence.
“When leaders feel confident in their own creativity, their subordinates become more creative,” she said. “It’s that simple.”
Confidence often grows from experience and recognition. Leaders who have developed ideas before — and whose creativity is acknowledged by senior management — are more likely to believe in their abilities. What surprised Krasikova, however, was how contagious that confidence can be.
“Leaders can pass on confidence and creativity simply by setting an example,” she said.
Strong relationships matter just as much. Krasikova stresses the importance of trust, loyalty and professional respect between leaders and their teams.
“When a confident and creative leader also has a good relationship with subordinates, the effect on creativity is even stronger,” she said. “People are more willing to go the extra mile when they trust each other.”
Research from McKinsey & Company supports this view. In a ten-year study of more than 5,000 executives, McKinsey found that leaders reported being up to five times more productive when working in a state of “flow” — a term coined by psychologist Mihaly Csikszentmihalyi to describe deep focus and engagement. According to the research, flow is more likely when roles are clear, colleagues are trusted, and the work feels meaningful.
Creativity, however, is not just an individual trait. As evolutionary biologist Joe Henrich of Harvard University has argued, innovation depends on learning from others rather than isolated genius.
“Innovations rely on individuals learning from others — in that way, human society functions like a collective brain,” Henrich said.
From early washing machines to modern technology, most inventions build on ideas developed over generations. That same principle applies in the workplace. Environments that allow people to connect, share ideas and collaborate tend to be more creative and productive.
Creativity flourishes where leadership is confident, communication is clear, and relationships are built on trust. Leadership, Krasikova notes, is not about whether someone is born creative.
“It’s about how leaders use their skills once they are in that position,” she said.
SOURCE
https://www.sciencedaily.com/releases/2016/02/160229081903.htm McKinsey Scientific American
