Need an Assignment Helper in the UK? Native Assignment Help is here to support you every step of the way. Our skilled experts specialize in a wide range of subjects and are committed to delivering high-quality assignments that meet the highest academic standards.
The term creative leadership refers to the ability to realize and create innovative ideas and solutions to face changing or structurally complex situations within an organization or in any project. Those people can be referred to as creative leaders who have the ability to adopt shifting and apply new yet unknown approaches with clarity and efficiency for the team. These are those leaders who have the confidence and capability to face extremely negative situations yet bring out the best positive outcome from that. They do this not only for their b team but for their self-satisfaction as well. Thus it can be said that creative leadership is the philosophy that helps a leader to seek opportunities everywhere to complete any project appropriately or to achieve the goals either for the organization or for their career. The main idea of creative leadership is deeply rooted in the pragmatic empathy and idealism that tends to give rise to the "transcendent consciousness" that helps to glorify individual gratification (Chirico, and Yaden, 2018). Hence, creative leadership can be referred to as an activity that helps build the desirable features that help an organization to gain profit by using different innovative strategies. It, therefore, improves creativity, experimentation, collaboration, critical analysis, bold action, big vision, risk-taking capacity, and hard work perspective to increase the value and manage the "Triple Bottom Line '' or Planet, People and Profit (Fry, and Nisiewicz, 2020).
In this assignment, we will discuss the difference in performance between two teams based on their development and skills to understand required changes within the organizational workforce and the way they can be improved. In this case, we will try to improve the sales and appeal with their online presence and idea.
Context and background
Context
While implementing the creative leadership style in any organization, there are some certain characteristics that require it to be maintained to avoid any sort of miscommunication or delayed project deliverables. In this case, it has been seen that there are mainly two teams known as Team 1 and Team 2; both of these teams will develop a prototype artefact and will promote it through a digital campaign. The main purpose of digital promotion is the improvisation of sales appeal through the online presence. Along with that, it also aims to develop the prototype artefact well. In this respect, the team has included eight new web developers who will use progressive technologies to make the application prototype more integrated and easy to use. Team 1 will build up an online catalogue for campaigning the product, whereas team two will build up a new PC product with high technology. In this team, there are more than 100 teammates who have vast experience using different tools and processes to make the project successful. In this project, I will observe which team performs better by maintaining all rules and regulations and through implementing new and innovative ideas to give the product success. I will also observe their experiences and expressions that have influenced them while performing in the project. It is important to maintain unity and collaboration with other teammates to complete any project in an appropriate way, especially when it is directly interlinked with the company's profit and reputation. Being a leader, it is also my responsibility to supervise the works and mitigate the issues if any arrives to make it appropriate. In the following section, I will discuss the probable challenges and benefits that a creative leader can face while leading any project that includes this many employees at once.
Background
Creative leadership theory can be applied for both new entrepreneurs as well as their entrepreneurial behaviour. Creative leaders can find ideas and insights from different unrelated fields and will implement the strategies to get an opportunity to build future value and ensure comfort for other insights, paradoxes, and ambiguities. They generally have the ability to identify the challenges and address them as per the perceived realities. As they always try to find some new ideas to improve the current condition of any organization thus, it makes them intervene in new and better concepts to snake some major improvements in the project or organization.
Qualities of a Creative Leader
Every creative leader must be infused with some basic qualities that help them to apply leadership theory and practice in practical life. Creative leaders are primarily global in nature as they work towards larger organizational performance. These leaders also have a holistic and social awareness connectedness. By adequately able to translate in the market environment, these leaders can acquire and implement the change firmly within the workplace or teams. This can integrate a large scale of societal impact and financial profitability for the organization. Creative leaders also have the capability to attract members of the team who have the right skills of expertise and knowledge as well as being able to raise the calliber using diversifying made of business performance. Due to their transparent and effective nature, creative leaders are also a great source of motivation for organizational employees.
Challenges of Creative Leadership
While evaluating the problems of creative leadership, one must need to go beyond the usual methodological challenges. As creative leadership is disciplined in nature as well as purposeful and gear towards engendering creativity by motivating the employees to a large scale, thus it is also infused with some large scale challenges that cannot be observed with a closed observation. There are some basic challenges that most creative leaders face while operating in an aunty organization or managing a team. Value recognition is one of the constant challenges that creative leaders generally face while conveying any stringy order. One of the big responsibilities of the leader is to manage creative employees. As all of the employees cannot come under any single framework thus, it sometimes creates issues in collaborating and managing people. Along with these, a creative leader also can face challenges related to the technological perspective. It can come while upgrading the existing one or implementing a new one. Sometimes the creative leaders feel staff unjustified as they think the project teams are understaffed, and it can hamper the project success. Last but not least, a creative leader also can face issues related to timelines. Sometimes compliance review of the prototype can take longer to get appreciation or acceptance from the project owner or the client. This can result in delaying the project delivery. Though creative leaders can face some more challenges that solely depends on the organization or project type and other details.
Benefits of Creative Leadership
Though creative leaders can face several challenges while performing in any organization or project, this type of leadership practice can bring benefits to the organization as well. This type of leadership mainly enables a vast range of products, innovating business models and implementation processes that help to mitigate the project risks and enables employee advancement. As a creative leader, I always try to find out the opportunities even in complex situations. Thus, it helps the employees to hold self-confidence and encourages them to perform better in future. Creative leaders can identify the individuals who search for opportunities and also can uncover their main capabilities that can be utilized for the betterment of the organization. Through this way, the creative leaders catalyse and unlock the creative capability of the employees as well as the leaders. Hence this leadership style is also known as empowered leadership.
Analysis and Evaluation
Initial Planning
This project is based on the workability of two teams, team one and Team 2. Team 1 will make the Artefact prototype, and Team 2 will do a digital campaign for the products. To complete this project successfully, the creative leader has divided the entire team members into two teams; Team 1 includes more members than Team 2. Both of them will perform separately to reach the project aims. After completion of the project, the creative leader will assess their performance and will declare the result.
Project Scope
This project definitely has a good scope to get a better opportunity in future. An appropriate prototype of an Artefact will help the team members to learn the way actual products need to be made and perform in a much better way when the big projects come. On the other hand, this project will also help them to understand the correct way of digital marketing as digital media is one of the most prominent ways to promote products in the market and attract more potential customers. This project, therefore, will teach the members to plan a proper digital campaign to promote the Artefact in the market.
Collaborative and Creative Environment
In this project there are two teams as mentioned earlier, the first one is Team 1 who is responsible to make a prototype artefact, and the second team is Team 2 who is responsible to arrange a digital campaign for the prototype. Both of the team will work together to deliver an advanced product to the consumers with help of their creative leader who is leading both the teams. To develop and arrange the digital campaign for prototype artefact the leader has instructed both the teams to work side by side by sharing their folders with each other (Javedet al., 2020). This process will help the teams to get access to the required information regarding the product and a free flow of innovative ideas will also improve the product quality at the end. In the following section this report will discuss the work process of making Prototype Artefact and the way it will be campaigned for promotion in the market.
Designing and planning the prototype Artefact
The making of prototype artefact is being performed by Team 1. The main or initial stage of making the prototype is the designing of prototype artefacts. At this stage the leader has taken different ideas from the teammates who have expertise in designing or developing artefact. The entire team is divided into two specific departments, one is designing the artefact and the second one is developing the design by using software. In this respect the first team has provided some innovative ideas regarding the basic features of the item and the way it should be aligned with each part of the prototype. As the prototype is the smaller creation of the actual product thus it requires to be perfect just as the bigger one. Hence while designing the artefact the team has evaluated the available resources, arranges the computer supports to provide access to each team regarding the designing information (Egel. and Fry, 2017). Along with that it also helped the other designers if they wanted to contribute in this case. The access of the teams in this case has been supervised by the team leader and also the works are been directed by the leader to make the work process smoother.
Development of the Artefact prototype
The development of the prototype is completely based on the design and clearly identified variables of the project. In this respect the designers have clearly identified the deliverables which are in this case mediating the insight creations, and giving a clear idea regarding the actual product version. To develop the products the team has used different types of tools, and software and of course the financial resources that help to collect required materials to make the prototype. While developing the prototype within the expected time span the team has firstly worked on the prototype's designs as which applications and equipment will help the team to complete the task according to the design. Hence the product prototype is being made digitally thus no physical equipment will be required for this purpose (Prinsloo 2018). The creative leader in this case has helped the team to maintain the collaborative approach with each other and address the inner conflict if any arises. The team has used the HCI tool to make the product digitally. To develop the product the team has researched enough under the supervision and guidance of the leader to have actual ideas regarding the uses of software and other equipment.
Training and Development Programme
The creative leader of this team who was responsible for making the entire product has arranged a training and development workshop for both the teams to give them a brief idea regarding the use of different tools and the way of developing the design into a proper artefact. The training program was being held for 2 days where the chief development officer trainers the designers as well as the developers regarding the use of every tool and importance of minute details while making any artefact. Along with that after the training session a discussion session was also being arranged to mitigate the internal conflicts and create a healthy workplace environment with strong communication between the team members.
Quality Checking
This is the last step of the product development before it goes out in the market for the consumers. At this stage the developers after completion of the Artefact prototype provides the prototype to the members of Team 2 to use for some time and give review regarding the weakness of the product. This is the best way to maintain the collaborative approach between two teams which have been done under the guidance of the creative team leader. This not only helps to find out the areas which needed to be improved but also gives a clear idea regarding the product quality. After using for some days the team has provided opinions regarding the issue of the prototype and the booth the developers and designers have worked to mitigate the disputes in the products and make it properly functional which can be campaigned digitally for its market entry.
Role Assignment
The team leader has played the key role in this case. At the initial stage of member selection and then planning the leader let the employees provide some innovative ideas and work on that. After the completion of their work the leader has selected the members and distributed the responsibilities according to their skill. Knowledge and ability to capture new software technologies. Hence the leader divided the team into two sub teams, the designers and developers. Whereas the developers were responsible to plan the final outcome of the Prototype Artefact and design the prototype according to the client requirement, at the same time the developers were responsible to develop the final product outcome according to the designs. The leader in this respect no doubt has provided importance towards the comfort of the workers and always provided the metal and financial support according to the availability. The constant motivation has helped the team to identify the mistakes and work on that to make a perfect final outcome. Overall this can be said that the making of Artefact Prototype required an effective team management which has been done by the creative leader.
Planning for digital campaign
After completing the making of a prototype for Artefact, it is time to make a concrete plan to promote it digitally. In this project, the team has been divided into sub-teams which will focus on different activities to make a plan and execute the program properly.
Planning
The team has been divided into three sub-teams; each of the teams has three members. The first team will plan the marketing campaign; the second team will select the promotional channels and conduct research on market acceptance of these channels. The last team will develop the market strategy, and the entire team two will execute the plan.
The prototype has been made on a digital platform. Thus it will be easier to promote the products through digital platforms. In this respect, the photos of the product will be taken and edited to make it gorgeous looking and fully informative. While posting the photo on any online platform, a detailed description of the product, its purpose and usability will be outlined as the caption. Then the multiple photos from multiple angels will be given to give a proper idea to the customers. Only the price range will not be given, but it will be provided after some time to grab the customer's attention for the product, after announcing the product price and probable launching date of the main product, which is an Artifact. Thus it is the main responsibility of the team to do the market research properly and promote the product accordingly with proper information and in an attractive mould.
Channel Selection
In contemporary times, Facebook, Pinterest, and Instagram are the best online channels through which the products can be reached to the target customers. Thus the team members have chosen these three digital platforms to promote their products. It will be promoted through a Facebook page that will be shared on both other platforms. No paid promotion will be entertained to maintain the budget of the project. The further assessment will be dependent on the strategy development to campaign the prototype on the digital platform.
Developing marketing strategy
It is important to do proper market research while bringing any new product to the market. This team will create a Facebook page and will share the same on Instagram and Pinterest. It will be shared through different profiles, and some surveys will be conducted to understand the people's concerns regarding the prototype. The creative leader will supervise the entire program. After getting a proper response from the market, the interested percentage of customers will be prominent. Slowly the teaser will be given of the product, and then the exact pictures of the Prototype Artefact will be given with adequate information on all three platforms. Through constant share and projection, the team will try to create the market hype for the product; seven days before launching the product, the price will be revealed to get customer attention. After getting any order, the final product will be made by collaborating with Team 1.
Implementing innovative ideas for digital campaign
While developing innovative and executive ideas, the team leader will help the team. As this is a digital marketing campaign, thus the teams will check the regular status of likes, shares and, of course, will give replies to the interested customers.
Innovative content will be written to promote the product in a unique way. Also, the product description will be written in a unique way so that people get more interested in the products.
While promoting the products, the team will not post regularly but will declare a specific time and state or a specific day in a week. This will grow the interest of the customers regarding the product.
Lastly, it will launch the product at a certain time, which would have been announced before. The product will be launched through a Live telecast to gain the benefit at the first time.
Discussion
Approaches to Foster a Collaborative and Creative Team Environment
As a creative leader, I always tried to make a fair balance between two teams to create a collaborative team environment. There are mainly two approaches of creative leadership that can be followed while performing any team jobs and maintaining the teams, such as the Path goal approach and leader-member exchange approach. In this project, I have used the member exchange approach. While implementing this approach in this project, I had to follow some steps, which includes role taking, role making, and routinization. I always tried to evaluate the talents and abilities of my team members and guide them to work properly. In this stage, I have tried to unify and integrity between the teams. After structuring the teams, I have divided the members into specific teams according to their ability and capacity. It helped me to view some trustworthy results within the teams. I never been partial between the team members but supported them throughout the journey of the project and developed employee performance.
While doing this, I have focused on some specific things so that they never feel neglected or biased and enhance the employee engagement in this project. As a creative leader, I always tried to anticipate new business models within the project so that the team members could adopt new tactics within the project. I have never been disappointed at the first level if my term members faced any failures but tried to rectify the issue to make it more attractive. This helped me to create a creative and collaborative team environment for the team members.
Process of role assignment
While assigning the roles in two specific teams, I always focused on their skills, strengths, weaknesses, and compatibility. At the starting time of the project, I thought that the prototype artefact would require more time to make the proper prototype. Thus I have allotted more members to this team. In team 2, I assigned fewer members according to their knowledge of digital campaigning and software development to make the digital campaign appropriate.
After selecting the employees or team members, I have taken a test to understand their actual capacity, and they also submitted some practical works so that I can understand their capacity. Then I divided the teams and assigned their roles, and guided them in planning and executing both the projects. Sometimes they had internal conflicts regarding expressing their thoughts and approaches. I have always mentored the ideas and accepted the best ones from different members so that they never feel ignored and feel engaged in the project. I always tried to maintain intensity and integrity between the teams to ensure clarity in assigning and directing.
Dealing with the Challenges
It is obvious that while completing a project, everyone faces some challenges as the thought and projections of every team member are different. In this project also I have faced some issues and challenges while conducting the project. I felt that there were insufficient team members in my team. If I could have appointed some more team members, it would have been better. Still, I have divided the team unequally; in one team, I have k\assigned more members than Team 2. Also, I tried to connect them with a shared folder so that they never face any issue getting data from other teams. The allotted budget was also insufficient for the project, but I have tried to divide the budget according to the requirements and made sure that the work gets completed within the specified time. At the first stage, like other teams or projects, my teams also faced some inner conflicts regarding the work process and the way they express their ideas. I tried to listen to their ideas and conducted a discussion session where they can share their own ideas on an open platform. After getting their ideas, I selected the ideas that are accepted by everyone so that the project gets successful in the end.
Comparison of the Teams according to different Approaches
The comparison between two teams can be made on the basis of different contexts,
(a) Developing Ideas: both of the teams worked really hard and tried to make a proper plan to complete their assigned projects. Team 2 has done a better job in this respect and developed a fruitful plan to execute the d\igital ca, paging appropriately. ASs a result, the campaign gets high achievements and success and is appreciated by the customers.
(b)Team 1, on the other hand, have done a fantastic job in creating the prototype Artefact. Their work was so neat that it worked just after one trial. I must say that the teamwork has ensured the fruit of their works. They have taken less time than Team 2 to complete the project, which has helped us to save a certain amount of funds. I always have tried to guide them as per my understanding, but it is their work which has fulfilled their project.
(c) Team 1 has not had much work to do with the content creation; thus, I must say that Team 2 has done a very good job in this section. Though team one has helped them by providing proper information at the right time on a regular basis. Still, team two has unified the information and created beautiful content that increased the popularity of this product even before launching.
Lastly, one thing I must say is that both of the teams have done a beautiful job while executing their respective projects in a united and perfect way. Without their collaboration and integrity, the project never could have achieved the expected outcome.
Critical Reflection and Future Development
This project has helped me to enhance my skills and knowledge to manage the teams as well as the implementation process of change policies within a process. In this section, I will discuss both positive and negative experiences with the "creative incubator" which will help to understand the project result as well.
The entire project helped me to learn the importance of teamwork in a project to make it successful and achieve a better result. Along with that, it shows the way we need to maintain communication, unity, and integrity with the team members to have a fruitful result from the project at the end (Bledsoe et al. 2019). Along with that, I have learned to maintain commitment and accountability with the team members for including each and every detail in the project. My decision-making skills also flourished as I had to put some decisions and changes in the project plan as well.
Sometimes I lost my trust in my teammates as they were not implementing my suggestions and direction within the project. Along with that sometimes I also failed to make any clear expectations regarding the project for which the artefact team sometimes failed to understand the project requirement. To lead both teams always requires a strong connection with each other, which sometimes leads me to feel frustrated and exhausted.
While leading the project I felt several challenges that are quite natural. There was so much miscommunication and lack of communication among the team members which I had to fix every time. Along with that, some natural disasters prevented the digital team from working in a proper way. It could have hampered the projected growth but I somehow managed by helping them and always tried to maintain harmony between both the teams (Mayer and Oosthuizen, 2020). Along with that, as the artefact Yemen was lagging behind sometime and was failing to meet the desired goals, it was leading them to lose interest in the project which I had to fix through motivational talks and by engaging them more into work.
This project has taught me so many things and I think this will help me in my future projects as well. I learned that to lead a team means I am more responsible than my team to complete the work and I must guide them properly. It is also important to make them understand the decisions with simple works so that they capture the thought quickly and implement them. While performing any more projects in the future I will maintain these things and always will plan beforehand regarding the responsibility division and measuring the work to have a smooth and desired result from the chosen project.
Conclusion
To conclude the assignment this can be said that the team leaders along with the team members are solely responsible to perform the project works to have a perfect finish it is obvious that the projects will be facing several issues but it is the responsibility of all to manage them and mitigate them so that it has less impact in the product.
Reference list
Journals
Baguley, M., MacDonald, A. and Jackett, A., 2018. Creative leadership and the Hadley's Art Prize Hobart (HAPH). australian art education, 39(2), pp.288-306.
Chanias, S., Myers, M.D. and Hess, T., 2019. Digital transformation strategy making in pre-digital organizations: The case of a financial services provider. The Journal of Strategic Information Systems, 28(1), pp.17-33.
Nace, A., 2018. Daily Artefact: a record of making and maker.
Sukawati, N.N., Gunawan, I., Ubaidillah, E., Maulina, S. and Santoso, F.B., 2020, November. Human Resources Management in Basic Education Schools. In 2nd Early Childhood and Primary Childhood Education (ECPE 2020) (pp. 292-299). Atlantis Press.
Tambe, P., Cappelli, P. and Yakubovich, V., 2019. Artificial intelligence in human resources management: Challenges and a path forward. California Management Review, 61(4), pp.15-42.
Umachandran, K. and Amuthalakshmi, P., 2017. Inter Personal Relationships at Workplace. Splint International Journal of Professionals, 4(6), pp.56-62.
Venter, E., 2017. Bridging the communication gap between Generation Y and the Baby Boomer generation. International journal of Adolescence and Youth, 22(4), pp.497-507.
Baguley, M., MacDonald, A. and Jackett, A., 2018. Creative leadership and the Hadley's Art Prize Hobart (HAPH). australian art education, 39(2), pp.288-306.
Mitra, A. and O’Regan, N., 2020. Creative leadership within the cyber asset market: An interview with Dame Inga Beale. Journal of Management Inquiry, 29(1), pp.51-58
Ezzat, H., Le Masson, P. and Weil, B., 2017, June. Leading in the unknown with imperfect knowledge: Situational creative leadership strategies for ideation management. In 24th Innovation and Product Development Management (IPDM) Conference.
Schmidt, J.B. and Watts, L.L., 2017. Creative leadership in the marketing arena. In Handbook of Research on Leadership and Creativity. Edward Elgar Publishing.
Camarda, A., Ezzat, H., Cassotti, M., Agogué, M., Weil, B. and Le Masson, P., 2017, June. The role of expertise in design fixation: Managerial implications for creative leadership. In The 24th Innovation and Product Development Management Conference.
Liqun, W., Mingjian, Z. and Qiang, L., 2017. The influence of creative leadership on employee creativity: Scale development and validation. Management Review, 29(2), p.129.
Capdevila, I., 2019. Joining a collaborative space: is it really a better place to work?. Journal of Business Strategy.
Coulson-Thomas, C., 2019. Collaborative leadership for environment protection and climate change: Strategy for creative solutions.
Al-Samarraie, H. and Saeed, N., 2018. A systematic review of cloud computing tools for collaborative learning: Opportunities and challenges to the blended-learning environment. Computers & Education, 124, pp.77-91.
Parolin, L.L. and Pellegrinelli, C., 2020. Where does it come from? Collaborative emergence in creative work practices. New Ideas in Psychology, 59, p.100800.
Baguley, M., MacDonald, A. and Jackett, A., 2018. Creative leadership and the Hadley's Art Prize Hobart (HAPH). australian art education, 39(2), pp.288-306.
Bailey, K.S.P., Thwaites, K., Obregon, R., Cole, J., Lancaster, A., Jack, N., Dorries, V., Mawson, K., Thomas, M., Isobel, S. and Shaw, K.S.E., ACSA Conference.
Bates, L.K., Towne, S.A., Jordan, C.P., Lelliott, K.L., Bates, L.K., Towne, S.A., Jordan, C.P., Lelliott, K.L., Johnson, M.S., Wilson, B. and Winkler, T., 2018. Race and Spatial Imaginary: Planning Otherwise/Introduction: What Shakes Loose When We Imagine Otherwise/She Made the Vision True: A Journey Toward Recognition and Belonging/Isha Black or Isha White? Racial Identity and Spatial Development in Warren County, NC/Colonial City Design Lives Here: Questioning Planning Education’s Dominant Imaginaries/Say Its Name–Planning Is the White Spatial Imaginary, or Reading McKittrick and Woods as Planning Text/Wakanda! Take the Wheel! Visions of a Black Green City/If .... Planning Theory & Practice, 19(2), pp.254-288.
Bledsoe, A., McCreary, T. and Wright, W., 2019. Theorizing diverse economies in the context of racial capitalism. Geoforum.
Campbell, N., McHugh, G. and Ennis, P.J., 2019. Climate change is not a problem: Speculative realism at the end of organization. Organization Studies, 40(5), pp.725-744.
Froggett, L., Manley, J.Y. and Kelly, L., 2018. Creative Leadership and Forum Theatre: An Evaluation Report for Odd Arts.
Iordanoglou, D., 2018. Future Trends in Leadership Development Practices and the Crucial Leadership Skills. Journal of Leadership, Accountability & Ethics, 15(2).
Ioris, A.A.R., 2020. Indigeneity and political economy: Class and ethnicity of the Guarani-Kaiowa. Capital & Class, p.0309816820959828.
Karagianni, D. and Jude Montgomery, A., 2018. Developing leadership skills among adolescents and young adults: a review of leadership programmes. International Journal of Adolescence and Youth, 23(1), pp.86-98.
Mayer, C.H. and Oosthuizen, R.M., 2020. Concepts of creative leadership of women leaders in 21st century. Creativity Studies, 13(1), pp.21-40.
Núñez, J.N., 2020. Julian S Yates. cultural geographies, 1, p.19.
Polyzois, K., 2018. Internet-based planning in First Nations communities: Challenges and opportunities (Doctoral dissertation).
Ross, K., Bürger, T. and Jansen, M., 2018. SACS-o.
Sousa, M.J. and Rocha, Á., 2019. Leadership styles and skills developed through game-based learning. Journal of Business Research, 94, pp.360-366.
Stewart, K., 2019. " It's the people's radio": People with disability in Australian community radio (Doctoral dissertation, Queensland University of Technology).
Thompson, S.A. and Miller, K.L., 2018. Disruptive trends in higher education: Leadership skills for successful leaders. Journal of Professional Nursing, 34(2), pp.92-96.
Turchetti, S., 2021. Trading Global Catastrophes: NATO’s Science Diplomacy and Nuclear Winter. Journal of Contemporary History, p.0022009421993915.
Wichaiwong, T., Yupas, Y. and Phosing, P., 2020. Factor Influencing Creative Leadership of the Administrators in the Provincial Administrative Organizations in Thailand. PalArch's Journal of Archaeology of Egypt/Egyptology, 17(9), pp.6213-6223.
Yates, J.S. and NúñezNúñez, J., 2020. Articulating worlds otherwise: decolonialgeolinguistic praxis, multi-epistemic co-existence, and intercultural education and development programing in the Peruvian Andes. cultural geographies, p.1474474020970253.
Javed, M., Ali, H.Y., Asrar-ul-Haq, M., Ali, M. and Kirmani, S.A.A., 2020. Responsible leadership and triple-bottom-line performance—do corporate reputation and innovation mediate this relationship?. Leadership & Organization Development Journal.
Fry, L.W. and Nisiewicz, M.S., 2020. Maximizing the triple bottom line through spiritual leadership. Stanford University Press.
Prinsloo, M., 2018. Understanding Human Consciousness: Theory and Application. Journal of Experiential Psychotherapy/Revista de PSIHOterapieExperientiala, 21(2).
Chirico, A. and Yaden, D.B., 2018. Awe: a self-transcendent and sometimes transformative emotion. In The function of emotions (pp. 221-233). Springer, Cham.
Egel, E. and Fry, L.W., 2017. Cultivating a global mindset through “being-centered” leadership. Judi Neal. Handbook of Personal and Organizational Transformation. USA: Springer International Publishing..
Alshakhouri, M., Buchan, J. and MacDonell, S.G., 2018. Synchronised visualisation of software process and product artefacts: Concept, design and prototype implementation. Information and Software Technology, 98, pp.131-145.
Ezzat, H., Le Masson, P. and Weil, B., 2017, June. Leading in the unknown with imperfect knowledge: Situational creative leadership strategies for ideation management. In 24th Innovation and Product Development Management (IPDM) Conference.
Liggens, G., 2020. Urban Principal Creative Leadership and Policy Compliance in the Era of Accountability (Doctoral dissertation, Cleveland State University).
Ivanova, N., Gheerawo, R., Poggi, J., Gadzheva, I. and Ramster, G., 2020, July. Towards a Gold Standard Operations Control Centre (OCC): applying Creative Leadership principles in the re-design of an OCC at a leading international airline. In The 22nd dmi: Academic Design Management Conference Proceedings (Vol. 2020, No. 1, pp. 273-291). Design Management Institute.
Reis, D., 2017, March. Creatively teaching creative leadership: Course design, methodology, and pedagogy. In ISPIM Innovation Symposium (pp. 1-13). The International Society for Professional Innovation Management (ISPIM).
Kevereski, L., Starc, J. and Cvetanovski, D., 2017. Comparative study of personal difference and similarities in creative leadership in Macedonia, Slovenia and Sweden. Journal of business paradigms, 2(2), pp.23-34.
Al Saadi, A.M.R. and Al Mahasina, M.A., THE IMPACT OF CREATIVE LEADERSHIP ON ORGANIZATIONAL EFFECTIVENESS: STRATEGIC THINKING IS A VARIABLE AND MEDIATING CASE STUDY-DUBAI POLICE.
Ezzat, H., Le Masson, P. and Weil, B., 2017, June. Leading in the unknown with imperfect knowledge: Situational creative leadership strategies for ideation management. In 24th Innovation and Product Development Management (IPDM) Conference.
Afsar, B. and Masood, M., 2018. Transformational leadership, creative self-efficacy, trust in supervisor, uncertainty avoidance, and innovative work behavior of nurses. The Journal of Applied Behavioral Science, 54(1), pp.36-61.
Alabduljader, S.A., 2021. Does Strategic Leadership Support Organizational Commitment: Evidence from Islamic Banks in Kuwait. WSEAS Transactions on Business and Economics, 18, pp.646-658.
You can take Benefit of our Level 5 Leadership And Management assignments services provided by our subject expert professional writers to score good grades in exam.
