ABSTRACT
In this chapter, we examine Implicit Leadership (ILTs) and Implicit Creativity Theories (ICTs) as key socio-cognitive foundations of creative leadership. We discuss the paradoxical relationship between leadership and creativity noted in the extant literature, and we attempt to resolve the paradox by closely examining the content of leadership and creativity schemas. We show that despite certain trait similarities between ILTs and ICTs (such as intelligence), a substantial number of traits are different or even antithetical. We further discuss recent dynamic views of cognitive structures and schemas as a pathway to convergence as they allow for higher context-sensitivity and plasticity. We finally outline implications for creative leadership theory and practice.
