Principles of Creative Leadership

In addition, with the help of second link the stages that could lead to creative leadership could be effectively evaluated. In addition, the link mainly suggests that Survival is the first step, which requires skills in a leader. Furthermore, second component is competing, which mainly requires strength and determination in a leader (Creativeleadership.com 2016). Then comes aspiring, which require core values in a leader. Combing all these values could eventual help a leader in its operations. Some researchers stated that innovative method mainly helps leaders to persuade their employees in achieving organisational goals and objectives.

Moreover, the third links mainly depicts the tyrannies that a creative leader could overcome to ensure motivation in its employees. In addition, the link also helps in understanding the mindset of the current employees, which could be hampered by bureaucracy (Forbes.com 2016). Some researchers stated that some tyrannical rules mainly help leaders to increase productivity, which in turn generates higher revenue of the organisation.

Furthermore, the fourth link mainly depicts the overall role that a leader needs to perform in an organisation. In addition, the identified tools of a leader mainly help in understanding the activities that needs to be conducted by a leader in an organisation (HarvardBusinessReview.com 2008). Some researchers mentioned that leaders mainly aim is to pave a pathway in which its employees could effectively walk and achieve their personal and as well as organisational goals.

Moreover, the fifth link mainly helps in depicting a creative leadership model, which could be used by a leader in an organisation. In addition, the link also helps in portraying the core leadership attributes, which could help in improving activities of a leader (Innovationmanagement.se 2015). In addition, the overall awareness in leader mainly helps in enhancing their leadership skills, which in turn allows them to understand the needs and wants of their employees.

Reflection:

After the effective evaluation of all the links mentioned in the discussion I was able to understand the significance and roe of a leader in the organisation. Furthermore, these links mainly enhanced my knowledge on the attributes, which could be developed by a leader to increase motivational level among their employees. In addition, it also helped me understand the tyrannical rules, which limits the capability of the leader to achieve organisational goals. Furthermore, I understood the significance of fostering a creative environment in an organisation. Moreover, I was also able to understand the different stages that help a leader in their journey.

Reference

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Creativeleadership.com. (2016). Available from: https://creativeleadership.com/cl/survive-compete-aspire.html [Accessed on 2 Aug. 2016].

Forbes.com. (2016). Forbes Welcome. Available from: https://www.forbes.com/sites/berlinschoolofcreativeleadership/2015/04/01/seven-tyrannies-that-creative-leaders-must-overcome/#3cfc743f1b0b [Accessed on 2 Aug. 2016].:

HarvardBusinessReview.com. (2008). Creativity and the Role of the Leader. Available from: https://hbr.org/2008/10/creativity-and-the-role-of-the-leader [Accessed on 2 Aug. 2016].

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Innovationmanagement.se (2015). The paradoxes of creative leadership | Innovation Management. Innovation Management. Available from: https://www.innovationmanagement.se/2015/07/08/cl-the-paradoxes-of-creative-leadership/ [Accessed on 2 Aug. 2016].

Mainemelis, C., Kark, R. and Epitropaki, O., 2015. Creative leadership: A multi-context conceptualization. The Academy of Management Annals, 9(1), pp.393-482.

Mittal, S. and Dhar, R.L., 2015. Transformational leadership and employee creativity: mediating role of creative self-efficacy and moderating role of knowledge sharing. Management Decision, 53(5), pp.894-910.

Vessey, W.B., Barrett, J.D., Mumford, M.D., Johnson, G. and Litwiller, B., 2014. Leadership of highly creative people in highly creative fields: A historiometric study of scientific leaders. The Leadership Quarterly, 25(4), pp.672-691.

Von Krogh, G., Nonaka, I. and Rechsteiner, L., 2012. Leadership in organizational knowledge creation: a review and framework. Journal of Management Studies, 49(1), pp.240-277.