Leadership is vital to creativity and successful innovation in groups and organizations; leadership is however seldom studied in the academic literature as a creativity driver. One reason for the lack of attention paid to leadership's effect on creativity may be the common belief that creativity cannot and should not be managed. Creative individuals and groups are regarded as, and indeed often are, autonomous and self-driving. From this belief the erroneous conclusion is drawn that there is no need for leadership in creative environments and situations. The better conclusion, proposed by this book, is that leadership not only stimulates creativity, but that such a leadership in the science, technology, and innovation fields should specifically possess at least two features: a) expertise in the field(s), and b) an ability to create, support, and encourage individuals, groups, and creative knowledge environments. A number of specialist authors in this volume offer original theoretical, empirical, and applied chapters that elucidate how to better organize and lead creative efforts in science, technology, and innovation. A number of important research questions are raised and answered, including: What kinds of leaderships are needed at different levels of S&T organizations for a creative output? What social and cognitive abilities and skills are needed for leadership in creative environments? How does leadership vary with different phases of the creative process? This book offers concrete analysis of how leaders and managers can facilitate, promote, and organize for creative performance in science, technology, and in innovating organizations, making it required reading for academic and industrial research leaders, scientists, and engineers.

Leadership is vital to creativity and successful innovation in groups and organizations; leadership is however seldom studied in the academic literature as a creativity driver. One reason for the lack of attention paid to leadership's effect on creativity may be the common belief that creativity cannot and should not be managed. Creative individuals and groups are regarded as, and indeed often are, autonomous and self-driving. From this belief the erroneous conclusion is drawn that there is no need for leadership in creative environments and situations. The better conclusion, proposed by this book, is that leadership not only stimulates creativity, but that such a leadership in the science, technology, and innovation fields should specifically possess at least two features: a) expertise in the field(s), and b) an ability to create, support, and encourage individuals, groups, and creative knowledge environments. A number of specialist authors in this volume offer original theoretical, empirical, and applied chapters that elucidate how to better organize and lead creative efforts in science, technology, and innovation. A number of important research questions are raised and answered, including: What kinds of leaderships are needed at different levels of S&T organizations for a creative output? What social and cognitive abilities and skills are needed for leadership in creative environments? How does leadership vary with different phases of the creative process? This book offers concrete analysis of how leaders and managers can facilitate, promote, and organize for creative performance in science, technology, and in innovating organizations, making it required reading for academic and industrial research leaders, scientists, and engineers.

The indigenous psychologies (IPs) stress the importance of research being grounded in the conditions and culture of the researcher's own society due to the dominance of Western culture in mainstream psychology. The nature and challenges of the IPs are discussed from the perspectives of science studies and anthropology of knowledge (the study of human understanding in its social context). The Element describes general social conditions for the development of science and the IPs globally, and their development and form in some specific countries. Next, some more specific issues relating to the IPs are discussed. These issues include the nature of the IPs, scientific standards, type of culture concept favored, views on the philosophy of science, understanding of mainstream psychology, generalization of findings, and the IPs' isolation and independence. Finally, conclusions are drawn, for example with respect to the future of the IPs.

Indigenous psychologies are attempts to portray the concepts, and to present the evidence, about human behaviour and experience from a point of view within the cultural traditions of the group. It takes a position that distances itself from a uniform (usually Western) psychology, and explores human psychological variation in its own cultural contexts. Indigenous psychologies provide important alternatives to the existing unitary psychology, but in their very diversity we may discover variations and communalities that could provide the basic material to create a more truly pan-human psychology. Thus, diversity in psychological knowledge may allow for the eventual development of a more representative psychology that will likely be very different from current conceptions of human behaviour.