The last course has been insightful in understanding the importance of creative leadership within the complex corporate environment. Studies show that a majority of corporate leaders are worried that the business environment is going to get more complicated and they feel that their ability to survive is seriously questionable. Creative leadership may be a relatively under-researched area but this does not make it dispensable in business. Consequently, creative leadership will be a fundamental concept in the coming years especially because most leaders will need to cope with this changing environment. This course has therefore taught me how crucial creative leadership is incorporate emergencies (Leicester & O’Hara, 2009)
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Another essential ‘learning’ is that creative leadership facilitates bold thinking that enables one to create radical ideas or to follow through on the ideas. In other words, one needs to have the courage to challenge traditional ideas. This also implies that business models should be readily revised to realize the most effective strategies. Such individuals are therefore not afraid to disrupt business or to experiment frequently. The status quo is an enemy to such persons and theirs is to innovate continuously. Nonetheless, creative leadership requires very serious calculations prior to taking action as there are always inherent risks so the right leaders need to be cognizant of this fact. In case of failure that has occurred from the employment of a new strategy, creative leaders often encourage their followers to learn from those mistakes rather than preventing them from engaging in risk-taking ventures again. In fact, even measurement systems can be put in place so as to foster frequent learning for the past. Furthermore, bold thinking requires setting the trend in one’s industry. Such leaders often realize that it is not just enough to copy patterns that have worked before in other industries and then transfer them blindly to their own firms. The focus should be on what works best for such an institution rather than what has worked for other similar businesses (Damiani, 1998).
The third learning on creative leadership is working with other people. In other words, creative leadership is not just a solo act; it requires plenty of involvement by respective parties. Such leaders need to forge deep relationships with two of their most important stakeholders i.e. their consumers and their staff members. In terms of staff members, one needs to accept the fact that cultural or organizational barriers are always existent in any institution, and if these obscure innovations and creativity then they need to be eradicated. An organization’s structure may be the problem if it is too bureaucratic. Conversely, it may be the organizational culture of selected individuals which has to be altered by those who are operating in such scenarios.
How I will apply the three learning in improving my effectiveness
One way in which I will apply one of the first learnings i.e. the use of bold thinking is through better communication. I plan on continuously improving the way I engage with any team members/ employees who are working hand in hand with me. In other words, I will be more engaging with my followers and will pursue a better way of delivering my messages to them continuously. Another way in which I will apply bold thinking is through the eradication of complacency. I will ensure that past successes never come in the way of possible successes in the future (McCauley & Van Velsor, 2004).
Since working with people is an essential concept in creative leadership, I plan on making my respective teammates ever prepared for change. For instance, they should consider idea generation as a crucial part of their job description. Upon receipt of all the ideas generated, the best will be selected and then implemented in the organization. It will be essential to drive out the fear of work disruption from my team members as this could be a serious obstacle to creativity. By continuously generating new ideas, their minds will always be prepared for the change in whichever way it comes.
Sometimes, there may be certain instances in which the concerned team members have already grown complacent. Therefore it is essential to boost their energy and their creative juices. This can be done by trying to instill a sense of identification and pride in their organizations. I plan on taking my team members through some sort of training that would unleash the deep sense of creativity that is needed in order to survive in this cutthroat environment (Puccio et al., 2006).
Another way in which I will plan on effecting the three ‘learnings’ on creative leadership is through the instatement of support systems for creative leadership. This will require company processes, reward systems, and goals that would orient members of the team towards innovation and creativity. If other incentives are available to create the creative culture then chances are that the whole organization will be prompted to take part in creative efforts.
Since consumers are an essential way of effective innovative solutions then I plan on making improvements with this group of people when looking for effective ways of improving the company. For instance, consultations will be made on the customer experience and what makes them quite unhappy will be unraveled. Furthermore, there may be a need to collaborate with suppliers as well because they have a direct effect on company operations and hence its ability to deliver. Once these stakeholders are involved, then it is likely that there will be more effective outcomes there.
Leicester, G. & O’Hara, M. (2009). Ten things to do in a conceptual emergency. NY: Triarchy Press.
Puccio, G., Murdlock, M. & Mance, M. (2006). Creative leadership: skills that drive change. NY: Sage.
McCauley, C. & Van Velsor, E. (2004). Center for creative leadership handbook. NY: Center for Creative leadership publishers.
Damiani. A. (1998). Creative leadership: Mining the gold in your workforce. NY: Taylor and Francis.