ABSTRACT
Despite the fact that the manifestations of creative leadership vary substantially across contexts, research on creative leadership tends to exhibit low degrees of contextual sensitivity. While increasing the degree of contextualization of studies is a question of rethinking the principles that guide theory building and empirical research design in the field, increasing the field’s overarching awareness of the role of contextual variability requires a metatheoretical foundation upon which to contrast, compare, and integrate the findings and insights of multiple studies that are conducted in diverse contexts. In this chapter, I suggest that a recently introduced multi-context model provides such a metatheoretical foundation and reveals patterned contextual differences in the emergence, content, and consequences of creative leadership in organizational settings.
