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Cognitive styles in creative leadership practices: exploring the relationship between level and style
Scott G Isaksen1, Barbara J Babij, Kenneth J Lauer
1Creativity Research Unit and The Creative Problems Solving Group, Inc., Williamsville, NY 14221, USA. cpsb@cpsb.com
Psychological Reports
|January 16, 2004
Summary
This study explored how cognitive style (Kirton Adaption-Innovation Inventory) relates to leadership behaviors (Leadership Practices Inventory). Findings reveal significant connections, impacting change and transformation efforts in organizations.
Area of Science:
- Organizational Psychology
- Cognitive Science
- Leadership Studies
Background:
- Effective change and transformation initiatives rely on understanding leadership styles and cognitive approaches.
- The Kirton Adaption-Innovation Inventory (KAI) measures cognitive style, differentiating between adaptors and innovators.
- The Leadership Practices Inventory (LPI) assesses leadership behaviors crucial for achieving exceptional results.
Purpose of the Study:
- To investigate the relationship between cognitive style, as measured by the KAI, and leadership behaviors, as measured by the LPI.
- To determine if these two distinct measures of cognitive style and leadership practice are correlated.
- To explore the implications of any identified relationships for organizational change and transformation.
Main Methods:
- The study utilized a quantitative approach, correlating scores from the Kirton Adaption-Innovation Inventory (KAI) with scores from the Leadership Practices Inventory (LPI).
- Participants' cognitive styles and leadership behaviors were assessed using their respective inventories.
- Statistical analysis was employed to identify significant relationships between the KAI and LPI scales.
Main Results:
- Statistically significant and meaningful relationships were found between scores on the Kirton Adaption-Innovation Inventory and two specific scales of the Leadership Practices Inventory.
- The findings indicate that cognitive style is not entirely independent of observable leadership behaviors associated with achieving extraordinary results.
- Contrary to the expectation of distinctness, a correlation was observed, suggesting an interplay between how individuals approach problems and their leadership practices.
Conclusions:
- The study highlights a nuanced relationship between cognitive style and leadership practices, challenging the assumption of complete independence.
- These findings have implications for leadership development, team composition, and the strategic implementation of change and transformation efforts.
- Further research is recommended to explore the mechanisms underlying these observed relationships and their practical applications in various organizational contexts.