This paper focuses on creative leadership practice in haute cuisine restaurants. It is based on an empirical study of ten starred restaurants to examine how the chef directs the efforts and the organization to enhance creative practice. It identifies three facets of creative leadership practices: enabling, as configuring the creative space; orientating, as managing the topics and themes of creative work, and complying, as the assessment of ideas. It contributes to a better understanding of creative leadership practices as directing for creativity in organizations.