Managing Creative Performance

The problem. Decades of research on performance management has been undertaken in an effort to improve both the validity of the process and the effectiveness of its outcomes (Budworth & Mann, 2011). This issue becomes even more potent when discussed in relation to those individuals attempting to foster creative efforts within organizations. The solution. This article reviews literature on creative performance in organizations and how performance management tactics can enhance the effectiveness of leaders who seek creative products and services from their employees in the new knowledge and service-based economy of the 21st century. More specifically, we attempt to integrate the findings in the literature related to creativity with the literature on leadership and performance management to offer suggestions for specific practices leaders can engage in to foster creative performance from individuals who are working in either routine (i.e., not thought of as requiring high levels of creativity) or nonroutine (i.e., generally considered creative) positions. Stakeholders. The suggestions within this article should be of interest to professionals in the HRD field, particularly those who are interested in leader development. In addition, these suggestions may be of interest to the HRD professional within an organization that intends to increase or encourage the creative capacities of both leaders and subordinates.