leadership and managment of strategic change

Project description
Assignment Task Innovation through creativity is an important factor in the success and competitive advantage of organizations (Woodman et al., 1993) as well as for a strong economy (Drucker, 1995). Today, almost all organizations face a dynamic environment characterized by rapid technological change, shortening product life cycles, and globalization. Organizations need to be more creative and innovative than before to survive, to compete, to grow, and to lead (Jung et al., 2003; Tierney et al., 1999). A widely accepted definition states that creativity is the production of novel and useful ideas, and innovation is the successful implementation of creative ideas within an organization (Amabile, 1983, 1998; Amabile et al., 1996). Thus, creativity is at the individual level, while innovation is at the organizational level (Oldham and Cummings, 1996).
Interest is growing in the influence of transformational leadership on creativity and innovation. Transformational leaders raise the performance expectations of their followers (Bass, 2005) and ‘seek to transform followers’ personal values and self-concepts, and move them to higher level of needs and aspirations” (Jung. 2001: 187). Researchers have studied the effects of transformational leadership on the performance of followers and organizations in the past decade (e.g., Dvir et al., 2002; Howell and Avolio, 1993; Lowe et al., 1996). Today’s transformational leaders has information coming to them from many sources and they must cultivate an open mind to that information. We live in what’s been termed a VUCA worldvolatility, uncertainty, complexity, and ambiguity. The more feedback mechanisms, the more you have organizations where people realise that no one person can have the best solution. The best ideas may come from a 20-year-old who’s living in Shanghai or Doha. It’s a constant feedback loop. Some of the best leaders have the ability to incorporate what might be referred to as a compass, or a broader purpose. However, a purpose statement, or a vision statement in itself is not a strategy. But it is a compass. We live in a world that is looking for quick hits, looking for quick action. But there has to be a trend line. Those compasses, those purposes. help drive that. A compass, or a purpose, just gives you a sense of where true north is. What we actually stand for? (T. Wolstencroft, McKinsey 2015)
Taking these perspective Into account outline and critically evaluate the leadership of strategic change in your organisation and, if appropriate make recommendations to Improve the implementation of creativity, innovation and change.
Illustrate your answer by practical examples, and make reference to relevant literature to support your analysis. Where relevant, inform your answer by comparing the leadership of creativity, innovation and strategic change in your organisation to current research findings and contemporary sound practice in other enterprises.

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