Right at the crux of visionary leadership lies the cradle of innovation and creativity, which helps to navigate business’s strategy development and execution towards achieving the sought target and market footprint. Entrepreneurship has an unbreakable bond with creativity, which helps in equipping the needed foundation for startups to gain the necessary pace and momentum, while helps established and developed businesses to sustain and thrive (Amabile & Khaire 2008).
For the sake to develop an atmosphere of creativity and innovative business culture, global leaders must work and on simultaneous basis on three crucial vectors: strategy, staff and leadership. Speaking of strategy, then companies must make it certain that the entire range of administrative hierarchy across all levels are embracing and backing the adoption of innovation and creativity. Moreover, organizations should foster the principles of flat organizational practices through promoting hierarchal and operational resilience. Workers regardless of their organizational grade must realize how the culture of innovation can increase the levels of flexibility in terms of organizational hierarchy and communication channels. Furthermore, companies must evolve robust and effective communication structures in addition to encourage a pattern of continual change and innovation across the company (Rigby et al., 2009).
Speaking of the staff vector, then corporations are obliged to consider recruiting individuals who are creative and are willing to embrace the challenge of innovation. Foster the risk-raking atmosphere among the working staff. Advocate the spirit of positive and creative reasoning between the workforces, encourage endowment and foster the teamwork. Moving to the third vector, then companies’ leaders must embrace the values of creativeness that are built on the grounds of trust and respect for all the notions and thoughts being received from employees. Nurture the principles of unrestricted support and backing where ordinary employees can feel empowered to speak out their concerns and ideas freely without expecting any subsequent negative impact on them (Wetlaufer, 1997).
In addition to earlier said, companies’ leaders should stimulate the bonds of confidence and faith between employees and their managers. Promote the practice of unit solving practices where team members can collaborate jointly on overcoming difficulties without spending valuable time reverting back to their direct line managers. Such practice can see the light through gradual adoption of decentralized administrative practices across the organization. Additionally, companies should promote substantial encouragement through supplying employees with amusing and motivating assignments. (Catmull, 2008).
Following the previous discussion, the theoretical narrative of fostering creative climate and culture is significantly easier once compared to its tangible practices amongst global and domestic corporations. Both innovation and creativity practically all the time suffer from companies’ identity as well as mentality. Except if, when the company deliberately devotes energies to grip the slowing down forces, innovators and creators will be smashes due to the burden of hierarchy and corporate rules (Laroya 2012). As a result, beating the power draining culture must be one of the most fundamental tasks of global leaders prior setting their sights for achieving an atmosphere of creativity.
Amabile, T. & Khaire, M. (2008) ‘Creativity and the Role of the Leader’. Harvard Business Review, 86 (10), pp. 100-109. Available online from: https://hbr.org/2008/10/creativity-and-the-role-of-the-leader, (Accessed: December 2 2017).
Catmull, E. (2008) ‘How Pixar Fosters Collective Creativity’, Harvard Business Review, 86, 9, pp. 64-+, Social Sciences Citation Index, EBSCOhost, (Accessed: December 2 2017).
Laroya, G. (2012) ‘Why the Big-Company Monster Kills Creativity’. Huffington Post. Available online from: http://www.huffingtonpost.com/gil-laroya/creativity-at-work_b_1971392.html, (Accessed: December 2 2017).
Rigby, D., Gruver, K. & Allen, J. (2009) ‘Innovation in Turbulent Times’, Harvard Business Review, 87, 6, pp. 79-86, Business Source Complete, EBSCOhost, (Accessed: December 2 2017).
Wetlaufer, S. (1997), ‘What’s Stifling the Creativity at CoolBurst?’, Harvard Business Review, 75, 5, pp. 36-&, Social Sciences Citation Index, EBSCOhost, (Accessed: December 2 2017).