Please use this identifier to cite or link to this item: http://hdl.handle.net/10419/167334
Authors: 
Berthoin Antal, Ariane
Debucquet, Gervaise
Frémeaux, Sandrine
Year of Publication: 
2017
Citation: 
[Journal:] Journal of Management Inquiry [ISSN:] 1552-6542 [Publisher:] Sage [Place:] Thousand Oaks, CA [Volume:] 2017 [Issue:] Online First Articles
Abstract: 
This article addresses how top management leadership behaviors matter in innovative interventions in organizations. A comparison of six cases of artistic interventions in four countries reveals that lack of visible top management support and sense-making orientation during and after the process resulted in little added value for the organization in three cases. Three other cases show various ways in which top management can legitimize such experimentation, from which more positive outcomes flowed at the individual and collective levels. The implications are counter-intuitive because top management faces two sets of tensions in innovative processes: presence/absence and providing orientation/being open to learning. The article suggests ways that top managers can address these tensions, including by engaging in constellations of distributed leadership, for which this article proposes a new definition.
Subjects: 
leadership
artistic interventions
sensemaking
top management
innovation
distributed leadership
organizational learning
organizational development
Persistent Identifier of the first edition: 
Additional Information: 
Akzeptierte Manuskriptfassung (postprint) / Accepted version (postprint)
Document Type: 
Article

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