Creative Leadership for Social Impact

Silviya Svejenova, Lærke Højgaard Christiansen

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Abstract

This study explores how creative leadership unfolds in the pursuit of social purpose. Drawing on the case of an architectural firm’s development of novel social housing model, we identify claims of three creative leadership processes and of scaling up for social impact. The study expands the conceptualization of creative leadership to the context of social change. It also adds to the understanding of creative industries by suggesting social purpose as a distinctive, yet underexplored driver of innovation and a source of different balancing act, as well as an important frontier for research on and practice in the creative industries.
Original languageEnglish
Title of host publicationFrontiers of Creative Industries : Exploring Structural and Categorical Dynamics
EditorsCandace Jones, Massimo Maoret
Number of pages26
Place of PublicationBingley
PublisherEmerald Group Publishing
Publication date2018
Pages47-72
ISBN (Print)9781787437746
ISBN (Electronic)9781787437739
DOIs
Publication statusPublished - 2018
SeriesResearch in the Sociology of Organizations
Volume55
ISSN0733-558X

Cite this

Svejenova, S., & Højgaard Christiansen, L. (2018). Creative Leadership for Social Impact. In C. Jones, & M. Maoret (Eds.), Frontiers of Creative Industries: Exploring Structural and Categorical Dynamics (pp. 47-72). Bingley: Emerald Group Publishing. Research in the Sociology of Organizations, Vol.. 55 https://doi.org/10.1108/S0733-558X20180000055003