Creativity Theory - TRaining MAterial in Creativity and InnovaTion ...

6. The Role of Leaders
6. The role of leaders
Rapid technological change, global competition
and economic uncertainty require,
as we have seen, change at the organizational
level, which also implies new forms
of leadership. The top-down leadership
models in hierarchical organizations are
becoming less appropriate in terms of fostering
innovation and creativity. Although
traditional, directive, coercive leaders who
are relatively authoritarian can be useful
in motivating groups on simple tasks, for
tasks that require creativity and self-motivation
other forms of leadership are indispensable.
New forms of leadership have
arisen and are given different names:
• Empowerment and distributed
leadership
• Trust-based leadership
• Creative leadership
• Innovation leadership
• Change-centered leadership
• Creative problem-solving leadership
• Strategic leadership
Creative leadership and how this may be
implemented for nurturing creativity at the
organizational, group and individual levels
is highlighted below [36, 37].
As we have seen, change at the organizational
level is very difficult to bring about,
especially when it comes to changing the
culture of an organization. Top management
and a small team of consultants can
change the structure of an organization
through reorganization, merger or divestiture.
Change that involves downsizing can
also be commanded from the top. However,
in order to change an organization’s
culture, people must be motivated and
induced to think and act differently. Such
a major shift takes time and the support of
people at every level. In many cases a major
crisis is required to get that support.
Professor Mike Beer from the Harvard Busi-
ness School considers that there are four
basic conditions for changing the culture
of an organization:
1. Leaders are accepted, credible,
and effective
2. People are dissatisfied with
the status quo and feel personally
motivated to change
3. The organization is non-hierarchical
4. People are accustomed to
and value collaborative work
In the absence of these conditions leaders
need to work on these first. This implies a
need to:
1. Involve employees. Employees need to
be involved in the discussion about current
and prospective problems. Management
often fails to understand why employees
are not as concerned about innovation
and creativity. More energy and commitment
is generated if people are involved
in the process of identifying problems and
solutions.
2. Create a working environment based
on trust and provide opportunities for employees
to inform / educate management
about the dissatisfaction and problems
they experience as they are closer to them
than the management
3. Create an appealing and shared vision
of the future. People will not buy into the
pain and effort of change unless they can
see a future state that is tangibly better
– and better for them – than the one they
have at the moment. Successful change
leaders form such a vision and communicate
it in compelling terms.
4. Support change from the top, but leave
the thinking and doing to unit leaders and
those most affected by change.
5. Celebrate milestones.
Another responsibility of leaders at the
organizational level is to set the strategic
direction. If creative people do not
understand where the company is headed,
they are likely to generate and pursue
ideas that do not fit with the company,
that eat up resources and that will be
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THEORETICAL PART