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The concept of leadership is highly complex, driven by factors that a person must evaluate and apply, both in the external environment and internal self-development. Social and economic conditions have changed the perception of the best leadership qualities over time. However, one characteristic that has always been at the core of leadership competence is creativity. Creativity serves as an inherently compelling leadership quality as it allows to push for progress through ingenuity, unorthodox tactics, and innovative solutions which drive forward an organization to become a pioneer in its field.
The reading discusses how the Jesuits were able to demonstrate the growth of their religious organization through unique practices of leadership and business that followed their ideology but sought to innovate within the rapidly changing world. The author mentions that the leadership quality of creativity including imagination, flexibility, and adaptability is critical. However, the Jesuit ingenuity was the ability to cultivate such qualities within people. To achieve the true potential of creative qualities, a person must adopt a particular approach that affects attitude and worldview. Ironically, this ingenuity comes by adopting indifference which allows one to avoid narrow-mindedness and prejudices (Lowney 128).
The Jesuits rapidly adapted and grew as an organization and company by making innovations and exploring the world. In Asia, they sought out new markets and integrated within by showing flexibility in strategic values. Instead of maintaining a conservative and controlled environment like most religious organizations, Jesuits undertook a path of exploration and improvement. This is reflected throughout the company, from business practices to leadership management. The focus was on chasing and creating opportunity through unorthodox approaches and resourcefulness rather than traditional methods (Lowney 139-145).
There is an inherent paradox to contribute creativity to leadership. In a modern world, leadership implies stability and order. Meanwhile, creativity is associated with a lack of restrains and chaos. It can be argued that while original explorers and first enterprises in history had to be creative, this trend would not be appropriate in a modern age that demands predictability and planning. This is evident in business, where everything depends on the reactions of stockholders, and in politics where any untraditional approach comes under scrutiny from the media. Creativity can be an exemplary leadership quality if it is appropriately managed. Since the beginning of the 21st century, creativity has emerged through technological innovation. Many of the largest technology companies were founded by ambitious and creative leaders who sought to stretch the imagination of possibilities and business opportunities in not yet existing industries. An emerging trend of creative leadership is a mix of start-up ethos, openness to expression and design, and business innovation to remain competitive (Slocum).
Creativity is ultimately necessary to create transformational change. The concept of creativity helps to inspire connections and passions which help to solve the big problems using macro-opportunities. Creative leadership can be difficult to define since it differs based on management style, the form of creativity, and the situation. However, creativity remains a state of mind that uses so-called creative intelligence to see and think beyond traditional bounds, forming innovative connections and seeking answers to questions that challenge traditional assumptions (Sisk 233).
Similar themes arise throughout any discussion of creative leadership, ranging from historical to modern-day enterprises. While the structure and stability of leadership are necessary, the most progressive leaders have shown to be creative and innovative in a manner that challenged traditional methods and patterns of management. In a way, these leaders can bring stability and demystify the ambiguity that is interconnected with creative approaches. Such leaders have an inherently intuitive grasp of their field. Transformational change can be implemented through consistency and intelligence, which implies a competent use of the creative process and tools in combination with innovative practices to drive progress.
Works Cited
Lowney, Chris. Heroic Leadership: Best Practices from a 450-Year-Old Company That Changed the World. Loyola Press, 2010.
Sisk, Dorothy. “Creativity and Leadership Development.” Creative Intelligence in the 21st Century, edited by Don Ambrose and Robert J. Sternberg, SensePublishers, 2016, pp. 233-254.
Slocum, David. “The Rise of Creativity As A Key Quality In Modern Leadership.”Forbes. 2015, Web.
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