How leadership can enable creativity and dedication in architecture firms-Foreign.pdf

How to lead creative architects the research of

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How to lead creative architects The research of Amabile (1997) on the effect of external factors that influence creativity show that factors on three levels have a strong correlation with creativity. 1. Organisational encouragement means a fair and constructive judgment of ideas, rewards and recognition for creative work, techniques for developing new ideas, and a shared goal of what the organization is striving for. 2. Supervisory encouragement appears when the supervisor acts a good role model, sets appropriate goals, shows appreciation for individual contributions, shows confidence in the work group and acts supportive. 3. Work group support is done through assembling groups with diverse skills and good internal communication, where group members are open to new ideas, trust and help each other, challenge the work of other teammates constructively and feel committed. Zhang and Bartol (2010) found that empowering leadership increases the employees’ intrinsic motivation and creative process engagement, leading to higher levels of employee creativity. Empowering leadership means that we include all the workers in brainstorming and decision making. We have to show the employees, the importance of the job that we are involved in. Another argument for empowerment and participation from a leader’ s point of view is that her power and influence will increase as she shares power with others. Another style of leadership is transformational leadership. It is a style of leadership that brings about change by encouraging development among employees and motivate them to work beyond self‐interest towards the goal of the group, organisation or for a greater good. A transformational leader often functions as a coach, mentor and teacher for the employee to attain commitment and dedication. Apart from leadership styles, there are other factors which determine creativity and in turn, the professional success of the firms. A study among project teams in several industries showed that a high level of time pressure lowers the creative thought process. Interestingly creativity was lower not only when the individual was under time pressure, but it also lasted several days after the time pressure had eased, and could last even longer. Slack is resources in an organisation beyond what is needed to produce a certain level of output. Research done on more than two hundred departments in two global consumer electronics firms show that too little slack resulted in short-sightedness and showed that resource allocation took much of management’s attention, with a risk of losin g sight of more significant challenges and planning for the future. On the other hand, too much slack resulted in a lack of discipline and too many high-risk projects that were not selectively chosen.
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  • Summer '13
  • rao
  • professor Teresa Amabile

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