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Leadership and Team Management

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Leadership & Team Management ­ MGMT 623
VU
Lecture 42
CREATIVE LEADERSHIP
God the almighty Allah has created the mankind and given them the wisdom with knowledge and the
brain with capability to think and make a difference. One can't believe how powerful is Brain and Mind
of this creature we called them human?
Brain And The Universe
1.
Brain has 10 billion nerve cells
2.
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4.
Brain cell inter-connections more than the total universe- atoms?
5.
We are using 10 % of our brains
6.
Brain is a self expanding and self organizing entity
Critical/Creative Thinking: is the intellectually disciplined process of actively and skillfully
conceptualizing, applying, analyzing, synthesizing, and/or evaluating information gathered from, or
generated by, observation, experience, reflection, reasoning, or communication, as a guide to belief and
action.
Scriven, M., & Paul, R. (1992, Critical Thinking Conference, Atlanta, GA.
Characteristics of Creative/Critical Thinkers:
o  Curiosity
o  Open mindedness
o  Systematic ability
o  Analyticity
o  Self-confidence
o  Truth seeking attitude
o  Cognitive maturity
Creativity
Is Creativity?
o  Mysterious to understand
o  Unlimited in scope
o  Meant for all historical times
o  Lies in every activity
o  Possessed by all
o  Luxury of advanced nations
o  Can it be developable?
Myths about the Process of Developing Creativity:
o  Creativity is natural gift ­ it cannot be taught
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Leadership & Team Management ­ MGMT 623
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o  Creativity is in revolutionary
o  Creativity lies in right-brain
o  Art, artists only has creativity
o  Releasing blocks will bring creativity
o  Intuition alone helps creativity
o  Needs craziness for creativity
o  Intelligence and creativity are same
From Wikipedia, the free encyclopedia, I will reproduce few Para's for the understanding of you.
"Creativity (or creativeness) is a mental process involving the generation of new ideas or concepts, or
new associations between existing ideas or concepts.
From a scientific point of view, the products of creative thought (sometimes referred to as divergent
thought) are usually considered to have both originality and appropriateness. An alternative, more
everyday conception of creativity is that it is simply the act of making something new.
Although intuitively a simple phenomenon, it is in fact quite complex. It has been studied from the
perspectives of behavioural psychology, social psychology, psychometrics, cognitive science, artificial
intelligence, philosophy, history, economics, design research, business, and management, among
others. The studies have covered everyday creativity, exceptional creativity and even artificial
creativity. Unlike many phenomena in science, there is no single, authoritative perspective or definition
of creativity. Unlike many phenomena in psychology, there is no standardized measurement technique.
Creativity has been attributed variously to divine intervention, cognitive processes, the social
environment, personality traits, and chance ("accident", "serendipity"). It has been associated with
genius, mental illness and humour. Some say it is a trait we are born with; others say it can be taught
with the application of simple techniques.
Although popularly associated with art and literature, it is also an essential part of innovation and
invention and is important in professions such as business, economics, architecture, industrial design,
science and engineering.
Despite, or perhaps because of, the ambiguity and multi-dimensional nature of creativity, entire
industries have been spawned from the pursuit of creative ideas and the development of creativity
techniques. This mysterious phenomenon, though undeniably important and constantly visible, seems to
lie tantalizingly beyond the grasp of scientific investigation."
Creativity, it has been said, consists largely of re-arranging what we know in order to find out what we
do not know." George Kneller
"To
live
a
creative
life,
we
must
lose
our
fear
of
being
wrong."
Joseph Chilton Pierce
"Creativity is inventing, experimenting, growing, taking risks, breaking rules, making mistakes, and
having fun."
Mary Lou Cook
So what makes creative people creative? If we could look into the minds of creative geniuses, what
would we see?
Six Tips to Help You Enhance Your Creativity:
1. Open Your Mind - Have one new experience every day; no matter how small. New experiences
stimulate the brain and help you make new and original connections; critical for boosting
breakthroughs.
2. Diversify - Involve others in your problem-solving efforts that bring a different perspective or
cultural experience than yours.
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Leadership & Team Management ­ MGMT 623
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3. Mental Floss ­ Relax; Stress, exhaustion, boredom and even pain can block our pathways to
creativity.
4. Stop Looking For the Right Answer - Look for many right answers.
5. Discover Your Creative Rhythm - Start paying attention to when you get your best ideas.
6. Health Makes Wealth - Regular exercise not only benefits your body, it boosts brain performance
as well.
Innovative Thinking: Six Simple Secrets by Padi Selwyn, M.A.
Those who wish to sing, always find a song.
­ Swedish proverb
Some tools and technique which might help you to develop creative mind and also help you in the
process of creativity.
Awaken Your Senses
o  Relax in a comfortable chair
o  Close your eyes
o  Concentrate on some pleasant thought
o  Create A mental image of something you enjoy doing
o  Actually see, feel, smell, taste, and hear you imaginary surroundings
Brainstorming
o  Identify as many different ideas as possible
o  List all relevant ideas generated
o  Can be done by one person or by a group
o  Used most often in connection with problem solving
Role Play
o  The process of acting through a situation without all the real characters being present
o  Practice through role playing with someone else
Experiment
o  Experiment with different ideas.
o  Sometimes, you have to try putting the pieces together in different ways in order to see what
happens.
Mental Exercises
o  Keeps thinking sharp,
o  Solving puzzles, reading mystery stories, doing word games, playing board games.
Creative Problem Solving
o  Develop a creative atmosphere/attitude
o  Identify the problem
o  Determine the facts
o  Identify possible solutions
o  Let the problem simmer
o  Determine the best SOLUTION
Creative Traits
o  Imagination
o  Verbal ability
o  Conceptual ability
o  Mental awareness
o  Ability to reason logically
o  Ability to think rapidly
o  Mental flexibility
o  Ability to think nontraditional
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Leadership & Team Management ­ MGMT 623
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Personality Traits
Recognition
o  Frequently take independent action
o
Enjoy risk-taking
o  Prefer working with minimal or no
o
Desire praise & dislike failure
supervision
o
Exhibit high energy levels
o  Prefer variety and change
o
Seek new challenges and experiences
o  Often impatient with other people
o
Creativity Can Be Developed
o  Study
o  Concentration
o  Practice
o  Patience
Creativity and Leadership. Why is this question important?
The significance of creativity and leadership in both the workplace and the world at large, and thus they
need
o  to understand how creativity and leadership actually operate in domains, organizations, and the
general society
o  to enhance, whenever possible and necessary, the amount of creativity and leadership manifested in
a domain, organization or society
How Might These Definitions Be Integrated?
Impact through products - innovative ideas, inventions, solutions, policies, programs, strategies,
o
tactics, reforms, initiatives, laws, regulations, etc.
Examples: Creativity and leadership in
Small problem-solving groups (R & D units, research laboratories)
o
Professional domains, economic systems, and political institutions
o
Organizational Methods to Enhance Creativity
o  Systematically collecting fresh ideas
o  Brainstorming
o  Empowering people
o  Encourage risk taking
o  Engaging in playful physical activities
Leadership Practices for Enhancing Creativity
o  Intellectual challenge
o  Freedom to choose the method
o  Ample supply of the right resources
o  Effective design of work groups
o  Supervisory encouragement
o  Organizational support
o  Having favorable exchanges with creative workers
Methods of Managing Creative Workers
o  Give creative people tools and resources that allow their work to stand out
o  Give creative people flexibility and a minimum amount of structure
o  Give gentle feedback when turning down an idea
o  Employ creative people to manage and evaluate creative workers
Leadership Initiatives to Enhance Innovation/Creativity
o  Continually pursue innovation
o  Take risks and encourage risk taking
o  Acquire innovative companies
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Leadership & Team Management ­ MGMT 623
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o  Avoid innovation for its own sake
o  Loose-tight leadership enhances creativity and innovation
o  Integrate development and production
o  Encourage people across divisions to share ideas
Threats to Team Creativity
o  Social loafing
o  Conventionality
o  Production blocking
o  Downward norm setting
"If you don't like something, change it. If you can't change it, change the way you think about it."
­ Unknown creative
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Table of Contents:
  1. INTRODUCTION, ORGANIZATION THE STAGE FOR LEADERSHIP:Challenges, Value creation
  2. FOCUSING ON PEOPLE: THE KEY TO SUCCESS:People in the Process, Developing and Sustaining A World-class Workforce
  3. LEADERSHIP:Characteristics of Successful Leader, Why Study Leadership?
  4. LEADERSHIP (CONTD.):Characteristics of Leaders Who Fail, Why Leaders Fail?
  5. MANAGERS VS LEADERS:Characteristics, Effective Leadership, Respect for Diversity
  6. FOLLOWER-SHIP:Importance of Followers, Follower-ship Style
  7. LEADERSHIP PROCESS:Strategies for Cultivating Exemplary Followers, Important Traits of Leaders
  8. LEADERSHIP PROCESS (CONTD.):Qualities of Leaders, Self-Confidence, Integrity
  9. LEADERSHIP THEORIES/ APPROACHES:Personal Characteristics of Leaders, Managerial Grid
  10. CONTINGENCY THEORIES OF LEADERSHIP:The Fiedler Model, Situational Leadership Theory, Path-Goal Theory
  11. TRANSACTIONAL, CHARISMATIC AND TRANSFORMATIONAL LEADERSHIP:Visionary Leadership
  12. THE LEADER AS AN INDIVIDUAL:Personality, Situation, Heredity, Environment
  13. ATTITUDE-PERSONALITY:Job Satisfaction, Work Situation, Self - Monitoring
  14. BIG FIVE MODEL, MYERS BRIGGS TYPE INDICATOR (MBTI):Sub-Categories Defined, Information Gathering
  15. SITUATIONAL FACTORS:Social and psychological climate, Culture of the organization
  16. BECOMING A LEADER! WHAT DOES IT MEAN & HOW DO YOU GET IT?:Mission Statement, Leading oneself
  17. BECOMING A LEADER:Elements of Leadership, CONCEPT OF POWER,
  18. UNDERSTANDING POWER:Sources of Power, Responses to the Use of Power, Managing Political Behavior
  19. LEADERSHIP POWER & INFLUENCE:Positional Power, Being an Effective Leader
  20. LEADERSHIP AND EMPOWERMENT:Power sharing and Empowerment, Share Information
  21. MOTIVATION:Guidelines for Delegating, Human Resource Approach
  22. MOTIVATION AT WORK, MOTIVATION AND LEADERSHIP:What Factors Diminish Motivation in the Workplace
  23. LEADERSHIP COMMUNICATION:Communication & the Four Management Functions
  24. REVIEW-1:Organizational Performance, That is the Role of Management?, Leaders Vs Managers
  25. GROUP & TEAM CONCEPT:Groups versus Teams, Deciding When to Use a Team
  26. TEAM DYNAMICS:Stages of Group Development, Problem-Solving Teams, Benefits of Teams
  27. BUILDING THE TEAM:Leadership success requires, Strategies for Team Building
  28. A TEAM-BASED ORGANIZATION:Basic Steps, Span of Control, Categories of Decisions
  29. DECISION MAKING:Categories of Decisions, The Decision-Making Process
  30. TEAM DECISION MAKING:Team Problem Solving Techniques, Concept of QC
  31. EFFECTIVE TEAM COMMUNICATION:Team/Group Communications
  32. CONFLICT IN TEAM:Sources of Conflict, Scarcity of Resources, Dysfunctional Outcomes
  33. TRAINING/LEARNING OF TEAM:Training Methods, Phases of Learning Cycles
  34. LEARNING ORGANIZATION:A Litmus Test, Work Relations
  35. REWARDING & RECOGNIZING TEAMWORK:Compensating Teams, Individual or Team Rewards?
  36. MANAGING/LEADING VIRTUAL TEAMS:Communications in Virtual Organizations, Virtual Leadership
  37. EFFECTIVE TEAM MEETINGS:Better Meetings, Meeting Roles, Meeting Room Facilities
  38. LEADING TEAM:Team Leadership Structures, Leadership Demands and Duties, Leadership Direction
  39. REVIEW-II:Types of Teams, Characteristics of High Performance Teams, Sources of Conflict
  40. STRATEGIC LEADERSHIP:Strategic Management, Determining Strategic Direction, Developing Human Capital:
  41. LEADING CHANGE:Dynamics of Change, Change Models, Unfreeze
  42. CREATIVE LEADERSHIP:Awaken Your Senses, How Might These Definitions Be Integrated
  43. ETHICS IN LEADERSHIP:Character Traits Reflect Ethics, Manifests Honesty
  44. LOOKING AT THE FUTURE: WHAT COMES NEXT:Benefits of Teams, Ethical Leadership,
  45. TEAMWORK: LEARNING FROM NATURE:Social Behavior, Termites, Learning from Nature