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.
We gratefully acknowledge financial support from the Danish Research Council DFF-1327-00030. We are thankful for the helpful comments of Candy Jones, Santi Furnari, Thomas Lopdrup-Hjorth, José Ossandon, and Nelson Phillips, and of participants at the EGOS Colloquium’s sub-theme on Creative Industries in Naples, the Creative Industries Conference at Edinburgh University Business School, and the 2nd workshop on Visuality, Materiality, and Multimodality at Copenhagen Business School, all held in 2016.
Svejenova, S. and Christiansen, L.H. (2018), "Creative Leadership for Social Impact", Jones, C. and Maoret, M. (Ed.) Frontiers of Creative Industries: Exploring Structural and Categorical Dynamics (Research in the Sociology of Organizations, Vol. 55), Emerald Publishing Limited, Bingley, pp. 47-72. https://doi.org/10.1108/S0733-558X20180000055003
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