Rotating leadership : the process within organizational improvisation

This research is about rotating leadership and the process within organizational improvisation. Where, for example, directive leadership has one central leader, this leader is absent in rotating leadership. With help from the unorthodox and relatively new research method theatrical simulation, the process of rotating leadership within new product development teams is visualized. The results are the conclusions that the beginning moments of the creative process are very important. In this first part, most of the ideas were presented and also the informal leader raises. This in contrast to the expected situation of equality within rotating leadership. In most of the cases the informal leader was not explicitly chosen but stands up with the support by his own personality.