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Quality control is an important and integrated part of the scientific system. However, developments in science and society are changing quality control into quality monitoring. New, virtual, and fluid organizational forms are emerging. Common boundaries are seen as being broken down as, for example, in the "triple helix" and the "mode 2" concepts. The stakeholders in science are showing an interest in being more involved in science. They want their evaluation criteria to be used, and they want evaluations to be done on a regular basis because they do not trust the new scientific institutions to be left on their own. Quality monitoring changes the requirements for conducting evaluations as part of quality control. Assessing the societal value of research becomes increasingly important. Finally, quality monitoring emphasizes organizational learning rather than controlling quality in scientific organizations.

Contents: 1. Leading for creativity: functions, models, and domains / Michael D. Mumford, Sven Hemlin, and Tyler J. Mulhearn -- Functions -- 2. Leader planning skills and creative performance: integrating past, present, and future / Michael D. Mumford, Logan M. Steele, Tyler J. Mulhearn, Tristan McIntosh, and Logan L. Watts -- 3. Creativity, complexity, and organizational learning: implications for leadership and governance / Robert K. Kazanjian -- 4. How can we advise Achilles? A rehabilitation of the concept of the champion for leadership / Steven E. Markham and Janice Witt Smith -- 5. Leader idea evaluation and follower creativity: challenges, constraints, and capabilities / Logan L. Watts, Tyler J. Mulhearn, E. Michelle Todd, and Michael D. Mumford / 6. Intrinsic motivation and creativity: opening up a black box / Logan M. Steele, Tristan McIntosh, and Cory Higgs -- 7. Leadership's role in creative climate creation / Scott G. Isaksen -- 8. Leading for creativity: how leaders manage creative teams / Roni Reiter-Palmon and Ryan P. Royston -- 9. The social footprint of champions and promoters as creative leaders in innovating and executing / Jan Kratzer and Ingo Michelfelder -- Models -- 10. Leader structure and consideration for innovation / Gina Scott Ligon and Douglas C. Derrick -- 11. Do leaders matter in the long run? A longitudinal study of the importance of LMX and LMX balance for followers' creative performance in research groups / Cajsa Lisa Katniss Olsson -- 12. Transformational leadership and follower creativity: a review of underlying mechanism and boundary conditions / Kathrin Rosing -- 13. Relational leadership and creativity: the effects of respectful engagement and caring on meaningfulness and creative work involvement / John Paul Stevens and Abraham Carmeli -- 14. Collective leadership as a facilitator of innovation / Tamara L. Friedrich and Mingdong (Pauline) Zhong -- 15. All roads lead to Rome: navigating the creative process using the CIP model of leadership / Jeffrey B. Lovelace, Brett H. Neely, Bradley S. Jayne, and Samuel T. Hunter -- 16. Creativity in organizations: the intersectionality of roles, levels of analysis, and types of creativity / Kimberly S. Jaussi -- Domains -- 17. Creative leadership among executives and managers / Gerard Puccio, Marie Mance, and Selcuk Acar -- 18. Leadership and creativity in business / Daan van Knippenberg -- 19. Leadership and creativity capacity in military contexts / Shane Connelly and Stephen J. Zaccaro -- 20. Academic leadership: embracing uncertainty and diversity by building communication and trust / Li Bennich-Björkman -- 21. Creative leadership in the marketing arena / Jeffrey B. Schmidt and Logan L. Watts -- 22. Aesthetic leadership in the arts / Arja Ropo, Donatella De Paoli and Ralph Bathurst -- 23. Creativity stimulating leadership in R&D groups / Sven Hemlin and Cajsa Lisa Katniss Olsson -- Index