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En krattad manege för kreatörer: Att leda och motivera kreativa grupper i kreativa processer
Södertörn University, School of Social Sciences.
Södertörn University, School of Social Sciences.
2015 (Swedish)Independent thesis Basic level (degree of Bachelor), 180 HE creditsStudent thesis
Abstract [en]

This essay is focusing on leadership and motivation in the creative process. The perception on the leadership has changed over time. Today’s leadership theories suggest that the leadership should be adapted after the organisations conditions. Due to the increasing globalization, companies are forced to operate in an increasingly competitive market. To stand out in the market, the importance of company’s creativity has increased. Today, it is stated in the research how important it is with leaders who create the right conditions to motivate creators. How do you lead to create motivation and creativity in organizations? Our study aims to examine, from a manager's perspective, how leaders lead and motivate teams working in a creative process. To answer the purpose and research questions a qualitative study was made by interviewing six leaders of six different design and communication agencies working on the basis of a creative process. Thesis material has been collected deductive through theories and previous research as well as inductive, based on empirical material gathered in interviews. The conclusion of this study shows that of the four phases, the initial phase was of central importance for how leaders create important for a creative process. The leader sets in the initial phase clear framework. Furthermore, the leader should contribute to an overall picture and participation. The leaders worked in a structured and well thought out way, to make employees feel motivated. The study shows crucial areas that the leader works with to increase motivation, which are frames and releases, development, meaningfulness and confirmation. The analysis emerges that the creative process requires leadership that adapt to the conditions and they differ both between the phases of the process but also on the leader's duties. It was therefore not possible to deduce the best leadership method or theory for a specific phase in the creative process.

Place, publisher, year, edition, pages
2015. , 78 p.
Keyword [sv]
ledarskap, transformellt ledarskap, delegerande ledarskap, deltagande ledarskap, situationsanpassat ledarskap, leda kreatörer, motivation, inneboende motivation, yttre motivation, SDT, kreativitet
National Category
Business Administration
URN: urn:nbn:se:sh:diva-27772OAI: diva2:823190
Subject / course
Business Studies
Social and Behavioural Science, Law
Available from: 2015-06-18 Created: 2015-06-17 Last updated: 2015-06-18Bibliographically approved

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