Charalampos Mainemelis

Alba Graduate Business School, The American College of Greece

Various streams of organizational research have examined the relationship between creativity and leadership, albeit using slightly different names such as “creative leadership”, “leading for creativity and innovation,” and “managing creatives.” In this article we review this dispersed body of knowledge and synthesize it under a global construct of...

What happens when an employee generates a new idea and wants to further explore it but is instructed by a manager to stop working on it? Among the various possibilities, the employee could choose to violate the manager's order and pursue the new idea illegitimately. I describe this action as creative deviance and, drawing on the creativity literatu...

Play is manifested in organizational behavior as a form of engagement with work tasks and as a form of diversion from them. In this paper we examine both manifestations of play as sources of creativity. We argue that when play is a form of engagement with an individual's organizational tasks it facilitates the cognitive, affective, and motivational...

I propose a model in which I describe the way individuals experience timelessness by becoming engrossed in attractive work activities, the contextual conditions that facilitate or hinder that process, and the effects of timelessness on the creativity of organizational members. Building upon multidisciplinary perspectives, I suggest that timelessnes...

The extant creativity literature suggests that creative projects evolve in organizations through either formal or informal channels. This article advances creativity research beyond these two limited single-channel conceptualizations by exploring why and how creative projects evolve by accessing both formal and informal channels. In a study of a cr...

This chapter extends our understanding of the intriguing and underexplored interface of creativity and politics at the collective level of analysis by examining the case of Liberate Tate, a team formed by artists and activists to protest the sponsorship of Tate, a group of famous British art galleries, by the oil corporation British Petroleum. This...

Although the literature implies that rebelliousness can be a precursor of creative behaviour, this assumption has rarely been empirically tested. In the present study, we hypothesized that trait-level rebelliousness may have an inverted U-shaped relationship with creativity. Additionally, we expected that the effect is pronounced under two conditio...

Organizational research has explored how design thinking can fulfill the human needs of customers or users, but it has largely overlooked how it is shaped by the designer’s subjective experiences. In an attempt to stimulate greater scholarly interest in exploring the designer behind the process of design thinking, we integrate materials from three...

There has never been a better time to study, practice, and experience creative leadership. In the fluid and turbulent economic and social environments of the 21st century, creative leadership has become a cardinal force in the creation and evolution of adaptive organizations. In the last two decades, organizational science has witnessed a rapid inc...

In the last 22 years, research on diversity in teams has been propelled by information processing and social categorization theories, and more recently, by theories of disparity/(in)justice and access to external networks. These theories stress different diversity processes, treating team diversity respectively as variety of information, as separat...

A growing body of leadership literature focuses on leader and follower identity dynamics, levels, processes of development and outcomes. Despite the importance of the phenomena, there has been surprising little effort to systematically review the widely dispersed literature on leader and follower identity. In this review we map existing studies on...

Creative process research has identified the role of certain cognitive abilities, affective processes, and personality traits in the creative process, but has accorded less emphasis to the role of aesthetic knowing in this process. In this study we contribute a set of empirical findings which portray that aesthetic knowledge plays a fundamental rol...

In the present chapter, we present the case study of the only woman film director who has ever won an Academy Award for Best Director, Kathryn Bigelow. We analyzed 43 written interviews of Kathryn Bigelow that have appeared in the popular press in the period 1988-2013 and outlined eight main themes emerging regarding her exercise of leadership in t...

Previous research has examined how mobility and career competencies influence success in boundaryless careers. In this study, we flip the direction of those relationships and we explore how the interplay between success and failure relates to subsequent mobility, career competencies, and career evolution through the life span. Using a biographical...

Leaders routinely reject employees' new ideas, and some employees violate leaders' instructions in order to keep their rejected ideas alive. These incidents of creative deviance are usually examined in terms of the personal characteristics of employees and the structural properties of the work context. We introduce a third theoretical angle that fo...

and Keywords Over the last 3 decades, work culture has profoundly reconceptualized play as a creativity stimulant and as a core element of workplace social life. During the early wave of this transition in the 1980s, some organizations merely tolerated employees' spontaneous playful behaviors, but more recently, a growing number of organizations ha...

Routines entail trade-offs which produce both beneficial outcomes and negative byproducts in terms of actions, psychological resources, social roles, and power relations. Negative byproducts are usually perceived as the ‘necessary evils’ of an otherwise reasonable and functional routine. Although they may be ameliorated to some extent by endogenous...

Leaders routinely reject employees' new ideas, and some employees violate leaders' instructions in order to keep their rejected ideas alive. These incidents of creative deviance are usually examined in terms of the personal characteristics of employees and the structural properties of the work context. We introduce a third theoretical angle that fo...

Creative leaders are portrayed in the extant literature as agreeable, supportive, and ultimately fostering the creative potential of employees. Some creative leaders, however, are driven by their own personal creative vision and behave in ways that, far from being agreeable, are confrontational, unconventional, and even toxic. While past research h...

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In conversation with Georgina Peters, Babis Mainemelis and Sarah Harvey suggest that you and your employees should play more: it can help your company evolve into one that's more creative, innovative - and fun.

The research reported in this paper examined the dimensions, antecedents, and effects of the experience of timelessness in the workplace. Three studies were conducted to measure and validate the construct of timelessness as a task-related experience. Two measures were developed to assess timelessness as a state and as the frequency by which one exp...

The article presents a response to the 2001 article “When the Muse Takes it All: A Model for the Experience of Timelessness in Organizations,” by Charalampos Mainemelis, which discusses how time is experienced by organizational actors, followed by an answer to the response by Mainemelis. The response states that Mainemelis makes too blunt a distinc...

ABSRACT: Although time has been frequently used as a variable or as an implied dimension in creativity research, very few systematic attempts to date have been undertaken to integrate diverse findings and knowledge about the relation of time with creativity. This article proposes a theoretical framework for understanding the various associations be...

This research used three instruments derived from experiential learning theory—the Learning Style Inventory, the Adaptive Style Inventory and the Learning Skills Profile—to test hypotheses about differences between balanced and specialized learning styles in a sample of 198 part-time and full-time MBA students. Learning styles that balanced experie...

Typescript. Department of Organizational Behavior. Thesis (Ph. D.)--Case Western Reserve University, 2001. Includes bibliographical references (leaves 133-150).

Experiential Learning Theory (ELT) provides a holistic model of the learning process and a multilinear model of adult development, both of which are consistent with what we know about how people learn, grow, and develop. The theory is called “Experiential Learning ” to emphasize the central role that experience plays in the learning process, an emp...