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Creativity is a strongly context related, collective and collaborative task across multiple boundaries that are of immaterial and material nature. Numerous factors play a role in the emergence of creativity. Leadership styles and diversity have undoubtedly an impact on team creativity. Creative teams face many processes inherent paradoxes which leaders and members need to balance and overcome together. According to the observations and research findings discussed in this chapter, effective management of diversity for creativity requires a ‘humble leadership’ style as well as different communication competencies and strategies. This book chapter provides theoretical and practical insights for those responsible for diversity management in creative teams, based on two empirical studies conducted between 2019 and 2022. Competencies and strategies are presented that may help leaders and teams navigate through highly dynamic, paradoxical interaction processes and, thus, turn their diversity into a creativity asset. In addition, a glimpse of the Team Creativity Navigator (TCN) is offered, which is a new assessment and development tool that supports leaders’ and team members’ learning processes for inclusive, creativity enhancing collaboration. As such, our chapter is an empirically based conceptual contribution with the objective of providing practitioners (and researchers) with insights into appropriate strategies to boost creativity in diverse teams.

Focusing on 420 women employed within the woman-dominated health care sector, the purpose of this paper is to investigate how any variation in their total workload (TWL) in terms of paid and unpaid work relate to various subjective health complaints (SHC) (n=420) and the neuroendocrine stress marker cortisol (n=68).

The authors explored how any variation in their TWL in terms of paid and unpaid work related cross-sectionally to SHC (n=420), and the neuroendocrine stress marker cortisol (n=68).

Hierarchical regression analyses showed that stress of unpaid work was most strongly related to diurnal variations in cortisol. Both stress of paid and unpaid work as well as TWL stress, but not hours spent on TWL, were related to SHC.

Taken together, objective measures of hours spent on various TWL domains were unrelated to outcome measures while perceptions of having too much TWL and TWL stress were linked to both cortisol and SHC, i.e. how individuals perceive a situation seem to be more important for health than the actual situation, which has implications for research and efforts to reduce individual TWL.

This study is unique in showing that unpaid work and perceptions having too much TWL relate to stress markers in women working in the public health care sector.