1,500 word essay discussing the leadership style that you believe maximizes creativity and innovation. Say no to plagiarism. Get a tailor-made essay on “Why Violent Video Games Should Not Be Banned”? Get an original essayBusiness leadership, whether viewed as a transformative process or as an interplay of innate personal characteristics, has no immovable model, nor a single style. It has received various interpretations from organizational theorists, contemporary thinkers and psychologists over the past decades. Its interpretation has varied even more over the past 10 years as business and capitalist models have changed. Effective leadership is defined as the ability to foresee opportunities in the environment and the ability to transform this potential into reality. various interpersonal abilities such as intelligence, integrity, organizational skills, ambition, flexibility, empathy, to which is added: the mysterious ability to foster imagination and creativity. It's no surprise that IBM's 2010 Global CEO Survey of 1,500 CEOs selected creativity as the most important criterion to instill in successful organizations. Indeed, organizations are continually faced with challenges linked to their environment: overtaking the number of competitors, elaborate regulations, rapidly evolving technologies, value chain complexity, evasive economic models, demanding customers, cumbersome management of human resources, etc. In order to keep pace with this rapidly changing environment, leaders must anticipate and evolve their organization in a rapid and cyclical manner from their current level to the next level, hence achieving progress, differentiation and innovation. Indeed, effective leaders have the magical ability to instill ambition, open-mindedness, creativity and flexibility within their organization, thereby providing fertile ground for generating maximum ideas and programs that can challenge the status quo. How do managers breathe creativity into their organization? By creating initiatives, organizing rewarded internal challenges, brainstorming about products and services, adopting new technologies, connecting services, involving employees (especially introverts), intelligently sharing the problems and solutions proposed , by sharing the network's best practices, by connecting customers and the workforce to meet. Innovation does not happen once (except on very rare occasions), but it is built in stages, through the correction and improvement of an initial idea. Effective leadership unlocks potential within the organization in the same way that Socrates' maieutic method facilitated the proposed responses. problems and value ideas by encouraging critical thinking. As far as I'm concerned, I've never really thought about the issue of leadership; Above all, I wanted to become a good manager. Furthermore, for a long time I was locked into a strong conventional “square side” which left little room for flexibility and creativity. I needed a major upheaval to push me beyond my “conventional” limits and make me understand leadership. My last professional experience turned out to be this turmoil; I ended up playing a stronger role than expected. My professional life as a “leader in the making” began in 2011, when I joined a family business (in industry and distribution) in “C”. The company is experiencing a major change ingovernance: its founder (CEO and general manager) abruptly left the company in 2010, leaving behind various unresolved issues. The shareholders needed an insider to help management with the company's reorganization. My involvement began with an in-depth analysis of data from recent years. At the end of which, I concluded that the company needed to restructure its data production processes, calling for the formalization of policies, existing risks, controls and the reporting system; and I started building it. During the process, I expected managers to follow because on the one hand, the system to be implemented was necessary and correctly constructed; and because on the other hand, I supported the implementation through hard work and all-consuming argumentation. However, resistance quickly emerged: unanswered emails and reminders, missing reports, unchecked data, bad faith, false issues and conflicts. People lined up against change and against “my” system. Taking a step back, I realized that the implementation required more delicacy and creativity than expected, given the context of the company: the corporate culture was fossilizing as the average seniority reached 15 years. the function was never embodied and the idea of ​​formal controls was frightening. I had to find another way to make the change happen, and it was threefold. Firstly, I convinced the shareholders of a technological change: moving from Sage 100 to ERP. sage X3, a high-performance system that mitigates the majority of identified risks and controls, automates several tasks and contains several intelligent analytical tools. This project had the great benefit of bringing us all together around a table; this sparked stimulating discussions and created a new dynamic in the organization. Secondly, I worked on myself: I tried to be less rigid, but I continued to be persistent, I worked harder (the first to arrive and the last to leave), I I stopped giving credence to “false problems”, I tried to listen to what is said and what is not said, I recognized people’s expertise in what they do, everything always trying to appear positive. I mainly learned to ignore the blocking points/people, at the end of the journey they either follow or they stay behind and end up being left behind. Third, I found new ways to breathe creativity and dynamism into the organization. The company context and my involvement allowed me to interact with its vast network. Internally, I interacted with all departments. Externally, I interacted with commercial and financial partners, with customers and prospects, with suppliers during factory visits in China and Europe, with highly qualified managers during product launches, etc. During this process, I realized that the company needed to renew itself; it had to be renamed again. The renewal and rebranding was somehow easy because on the one hand, the company has real potential (history, reputation, sector, partners and sustainable investment policy) and because on the other hand, the company has significant potential. network of partnerships: large, successful innovative organizations such as X, Y, Z which transmit a lot of creativity, dynamism and knowledge to their distributors (the company) as part of their business model, it is enough to absorb and capitalize on this creative energy and spread it in their own environment. Therefore, I started to challenge (and excite) the sales and marketing team, and we.”