Leadership And Creativity – A Vital Skill For Individual And Organizational Performance

Abstract

Changes from all around the world in any activity are supposed to accept changes and respond being ready for them, by developing specific skills, knowledge, abilities, attitudes, and experience. Based on bringing new ideas and creativity, human capital could obtain long-run leadership performance, becoming leaders for others and motivating them to do the same. Leadership and creativity could be the essential variables to overcome intellectual competition keep close the valuable customers, be a model to follow for other members of the organization and obtain individual and organizational performance. To get performance, the organization needs performance employees; thus, to have creative organizations, must have visionary leaders. This article will analyze educational creativity, the necessary environment to have innovative leaders, creative work, creative thinking, and the importance of visionary leaders in obtaining performance. This article is an examination of leadership and creativity in organizations. Its aim is to reflect on creative leadership and its contribution to stimulating performance. Despite the importance to researchers and organizations of how creativity contributes to efficient leadership and how leadership contributes to group organizational and educational creativity, our understanding regarding this interrelationship remains limited mainly. An analysis of the literature based on both theoretical information and empirical evidence shows that studies exploring the intersection between performance and creative leadership in organizations are disagreeing in terms of how they conceptualize this relationship. Therefore, the essential goal of this article is to understand how leaders in distinctive settings can promote creativity among their followers and stimulate organizational performance. The analysis of the subject literature was used to achieve the aim of the article and verify the hypotheses. The review of the results of the empirical research of different authors has confirmed the research hypotheses that a leader has the role of learning how to stimulate the creativity of employees and rewarding their innovative behavior. The article contains three related studies of distinctive researchers. Study I is a quantitative study focused on the effect of creativity on the work environment. Study II and Study III are correlational studies. Study II examines two behaviors: personality traits and creativity in different work fields. Study III looks at the relationship between individual or group creativity and innovation at work.