In order to evaluate creativity, people usually indicate the development of a valuable and useful new product, service, process, or procedure by people working together in a complex social system. One of most popular ways to approach creativity is applying integrated perspective on it. There are three factors having mutual influence on creativity: personal factors, environmental characteristics, and the nature of the task. This perspective focuses particularly on the intrinsic motivation of an individual in a particular context. It means that the willingness of people to do is more concerned than the levels and types of creativity they are capable of.
Management hierarchies are understood, which helps devise strategies for deeper inclusion. Management at all levels has a say in operational objectives, together with the inclusion of employees. Studies have shown how better inclusion of different opinions and backgrounds can not just result in better results, but also improve relationship. When management and employees are not divided and kept secret, communication between the two groups improves. The strong feedback systems of MBO provide people the opportunity to improve the work input, but also to self-development.
In attempts to explain the nature or dynamics of a particular organizational phenomenon, conflict may be incorporated as a causal factor (Brown and Peterson, 1993). Our society is concerned with the issue on how the skills of leaders can be enriched so as to enable them to act with greater proficiency when their contributions are from dealing with and through people especially their subordinates. One way of looking into this issue is from the conflict perspectives. The attention to interpersonal relationships is due to our belief that sound leader-subordinate relationships are important and consistent with humanistic and cooperative work environment sought by contemporary leaders. It is also believed that positive interpersonal relationship at workplace is able to increase subordinates’ satisfaction with leader and subordinates with high levels of satisfaction are more likely to be committed to the organization (Brown and Peterson, 1993).
There are four dimensions that assess creativity; individual, product, processes and environment (Malakate et al. 2007) To assess creativity, one compares personality traits that are common in creative individuals with traits of the job candidate. Traits associated with creativity include ambition, drive to succeed, a high level of self-confidence, resourcefulness, self-motivation and risk-taking. Personality tests are used in this type of assessment (Malakate et al. 2007).
However, some authors have attempted defining them... ... middle of paper ... ...stantive. In conclusion, though it very difficult to justify empirically whether or not employee participation and involvement can increase a firm’s productivity; it can be said from a synthesis of the above discussion that productivity is dependent on several factors including employee participation and involvement. However to increase productivity, employers should adopt and implement the right strategy taking cognisance of organisational goals and existing work environment. In lieu of the above, Youndt et al. (1996) puts it so succinctly that employee involvement and participation is essential in the a firm’s production process since employees provide organizations with an important source of sustainable competitive advantage and that the effective management of human capital, not physical capital may be the ultimate determinant of organisational performance.
This can be attained by utilizing the worker’s own pursui... ... middle of paper ... ...oyees have positive intentions of being useful, creative, and responsible. I can use Theory Y to become a better leader in many possible ways such as devotion, job enlargement, participative management, and performance appraisals. An Organizational Management degree offers a variety of useful skills that can help me to become a better leader. Works Cited Bennis, W. (2009). Becoming a leader.
Therefore, a strong culture will improve performance if the values and beliefs of the leader are tied with that of the organisation, thus both facets will be working in sync. Through various studies, researchers such as Bycio et al., 1995, and Howell and Avolio, 1993 have investigated the relationship between leadership... ... middle of paper ... ... their performance. The correlation between culture, leadership, and control has provided an understanding that whilst a strong culture does leads to better organisational performance, it is the interrelation between these components that work to improve performance. As culture is just a single concept, but rather the interrelation of concepts (Chatman and O’Reilly, 1996), there is an intricate relationship between aspects of a strong culture and an organisation’s performance. Hence, all aspects of an organisation must be satisfactory.
Kouzes and Posner’s “Five Practices of Exemplary Leadership” paints a narrowed-down version of achieving this goal. Exemplary leadership, as put by them, consists of modeling the way, inspiring a shared vision, challenging the process, enabling others to act, and encouraging the heart. By modeling the way, leaders can become involved and demonstrate their commitment. By inspiring a shared vision, leaders can have and create a vision of change while eloquently sharing that vision with others. Challenging the process consists of using change and innovation, extremely effective strategies in leading individuals towards a greater goal.
Specific personality traits have the ability to enhance the understandings of design thinkers and their emotional intelligence. According to analysis undertaken by Daniel Goleman, emotional intelligence has been proven to not only identify successful design thinkers and leaders, but is also linked to strong business performance (Goleman, 2004). The arising concept of design thinking can be defined as the ability to create better suited ideas to the needs and desires of consumers, as opposed to the exhausted previous theory of making an existing idea attractive to consumers (Brown, 2008). Specifically, empathy is seen as one of the principal traits, however this is equally amongst other personality traits including motivation and optimism. Microsoft,
Bass (1985) stated that transformational leadership emphasizes the value of subordinates, encourages them to perform extra effort, and assures their comprehension on organization’s goals and objectives. Besides, idealised influence, inspirational motivation, intellectual stimulatio... ... middle of paper ... ...) has shown that these two typologies work well in different frameworks, transformational leadership involves in procedural justice whereas distributive justice relies on transactional leadership. An association of both would maximize the level of trust on leaders. In conclusion, transactional and transformational leadership can be merged or used individually depending on various circumstances. However, they are partially correlated.