Liderança criativa: um estudo da indústria de jogos digitais na cidade de Fortaleza/CE

Abstract

Creativity is gaining more and more attention: the forms of production have changed and, with them, the configuration of how knowledge is used as well. In post-industrial economies, being creative is a matter of survival, after all, creativity is an inducer of innovation (KON, 2016). In this context, where companies turn to the creative process as an essential strategic means, a new perspective of the economy appears: the economy based on creativity or the Creative Economy (BARBIERI, 2018; FLORIDA, 2011). About its scope, the creative economy is determined by the extent of its industry and, among the multiple industries of the creative economy, digital games are one of the most dynamic and have accelerated growth worldwide (SAKUDA et al., 2018; UNCTAD, 2010). This scenario gave rise to the following research question: how do leaders act to establish creativity and creative performance in work teams in the Ceará digital games industry? Therefore, the objective was to understand how leaders act to establish the factors of creative leadership in work teams in the Ceará digital games industry. This research used a multiparadigmatic approach. As for the objectives, it was characterized as descriptive and, about the procedures, bibliographic, documentary, and survey. As it is field research, the strategy adopted was the case study. The analysis teams included the work teams of the digital game development companies located in the city of Fortaleza, Ceará and the subjects of the research were the leaders and followers of the creative industry of digital games in Ceará. The questionnaire of the creative leadership model, called Team Factors Inventory (TFI), was used as an instrument for collecting primary quantitative data. The collection of qualitative primary data took place through interviews. For the analysis and interpretation of the quantitative primary data, descriptive statistics, and Spearman's correlation coefficient were used. For the analysis and interpretation of qualitative primary data, the content analysis technique was used. At the end of this process, the data of a quantitative and qualitative nature were deepened through the triangulation process. The results indicate that the leaders seek to develop an environment of understanding; shared vision; host; resilience; new ideas; contacts and learning. However, factors such as shared vision and resilience are not consensual. Concomitantly, there was the presence of transactional and transformational leadership and the effort to achieve high levels of creativity, productivity, and knowledge.