Abstract
In order to successfully operate and remain in contemporary turbulent marketplace, organizations need to foster their employees' creativity, because it is a prerequisite of organizational innovation. As creativity is a precursor of innovation, and as innovation is an example of creative solutions implementation, there arenumerous situations which require creative behavior of employees and that can be labeled as 'problems'. Therefore, creative problem solving turns out to be relevant in understanding of creativity. The aim of this paper is to offer an answer to the question - how transformational leadership influences the improvement of the capacity for creative problem solving within the organization. On the basis of the relevant literature, but also numerous practical examples of successful companies, we realized that transformational leaders foster a creative attitude of the employees and help them to build capacity for creative problem solving. Also, we realized that many studies have neglected the psychological conditions under which this exchange takes place. As creative problem solving requires extensive and strenuous cognitive processes, we assumed that the role of psychological safety is necessary because employees need to feel free during proposing new creative solutions.
Highlights
In order to successfully operate and remain in contemporary turbulent marketplace, organizations need to foster their employees' creativity, because it is a prerequisite of organizational innovation
Interesa [...] Podiže nivo zrelosti i ideala sledbenika, ali i interesovanje za dostignuća, samoaktualizaciju, i dobrobit drugih, ali i organizacija i društva”
Istraživanja efekata liderstva na individualnu kreativnost, otkrila su zanimljive rezultate u vezi s brojnim načinima na koje liderstvo povećava kreativnost zaposlenih, ali mehanizmi po kojima lideri utiču na kreativnost zaposlenih još nisu istraženi (Tierney, 2009)
Summary
Kreativno ponašanje i rešavanje problema imaju mnogo toga zajedničkog. Mnoge situacije koje zahtevaju kreativno ponašanje mogu da se označe kao „problem”, a procesi koji vode ka novim i korisnim ishodima mogu se smatrati „rešavanjem problema'”. Studije koje objašnjavaju način na koji transformaciono liderstvo poboljšava razvoj kapaciteta za kreativno rešavanje problema sledbenika deficitarna su. Pojam kreativnosti ne bi trebalo da se poistovećuje sa drugim terminima kao što su: ličnost, motivacija i ekspertiza, koji mogu imaju uticaj na stvaranje originalnih, visoko kvalitetnih i korisnih rešenja problema. Stoga је ključno pitanje kako organizacije i njeni lideri olakšavaju kreativno ponašanje svojih zaposlenih i pomažu im da izgrade kapacitete za takav način rešavanje problema. Iz tih razloga želimo da damo doprinos dosadašnjim saznanjima tako što ćemo odgovoriti na pitanje – koji psihološki uslovi koje transformacioni lider oblikuje, utiču na kapacitet zaposlenih za kreativne pristupe rešavanju problema. Ovaj rad treba da pruži novi uvid u zo na koji način transformaciono liderstvo utiče i oblikuje kapacitet zaposlenih za kreativno rešavanje problema
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