This article presents a conceptual model of leadership in generative groups. Generative groups have diverse team members who are expected to develop innovative solutions to complex, unstructured problems. The challenge for leaders of generative groups is to balance (a) establishing shared goals with recognizing members’ vested interests, (b) maintaining control with empowering members, (c) encouraging exploration with conceptualizing meaning, and (d) taking action with making time for reflection. Propositions suggest how members’ metacognitive skills, member diversity, and electronic modes of interaction influence leadership strategies to maintain balance, develop elements of group-level social cognition, and produce generative outcomes. The article concludes with directions for research and practice.
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