Management of Creativity Essay

Custom Student Mr. Teacher ENG 1001-04 14 February 2017

Management of Creativity

Bolman and Deal in their renowned Four Framework Approach declared that leaders all over the world tend to exhibit behaviour that fits in with one (of the 4) leadership models (or frameworks) suggested by them. These four models they christened as Structural, Political, Symbolic and Human Resource. Bolman and Deal suggest that of these models might prove either a success or a failure depending on the specific situation in which it is being used, particularly in the context of West End Musical theatre of Cambridge Theatre.

In the following section, we take a closer look at three of these models. 1) The Structural Framework: In a successful condition, a leader following this leadership model will be a “social architect” who relies deeply on close inspection and detailed planning. These leaders will concentrate on factors such as structure, stratagem, setting, execution, trailing and adjustment. If however, his/her condition is unsuitable for this sort of leadership he/she will be found to be a bit of a bully and a ‘tyrant for details’.

2) The Political Framework – In the appropriate setting the ‘Political’ leader is an activist who tirelessly campaigns to help his followers cooperate and unite. Such leaders clearly spell out their needs and the means by which they intend to gain them. They are quick to gauge the distribution of capacity of the workers under him/her and the interests his/her establishment is likely to milk out of them. Building relations with the stakeholders will always be their first priority. For this, they will be likely to use persuasion and later negotiation or even a certain amount of force or pressure, if required.

Of course, if the setting is unsuitable for this particular variety of leadership such leaders will prove grave failures and be seen as pushy and unscrupulous. 3) The Human Resource Framework – In a successful leadership setting a Human Resource leader is a medium or a channel who serves as supporter or a promoter and whose main occupation is to help empowerment. A typical Human Resource leader’s primary characteristic is his/her tremendous belief in people. However, it is not just their faith that ultimately makes them successful; instead, it is their capacity to communicate that faith.

Such a leader is easily accessible and believes in keeping themselves available and in full view. They communicate their conviction in their workers strongly enough to convince them of their own capacities! They believe in increasing each staff-members contribution to the decision making process and in keeping their employees thoroughly informed. They empower their workforce and make them work as a whole, as a full-functional team where everyone is capable of making significant contributions.

If the setting is, however not right for this variety of leadership such a leader will be found to be deceitful and deceptive. He/she may also be thought to abdicate from his duties and leave essential decision in the hands of less-experienced people who are not in any position to make important choices. (King, 2006) As if every successful leader comes to understand with time and experience no one, leadership model is adequately effective in all situations. Therefore, leaders often use various combinations of the four different models.

In addition, it is also made quite clear that neither of these models is universally accepted in all situations and thus the style of leadership to be followed is largely dependant on the specific situation in which it is being applied. Take for instance the specific situation we have in hand. Given the major organizational modification that EEST is likely to undergo after its purchase by Oust a Structural leader rather than a purely visionary one will be more suitable for it. This is because Structural Leadership lays great amount of emphasis on ‘building’. Under the circumstances, EEST is in much need of this sort of structuring.

Given the new employees and the burden of the old tasks of up gradation, EEST needs new strategies, new methodologies, new approaches and a completely new plan. A Structural Leader is capable of providing this better than others provide. Under the circumstances, the Director of Order Fulfilment Applications in the Information Technology department must therefore keep in mind that his/her, department (and Organization) is in dire need of ‘details’ that will allow it a new definition. As the leader the Director has the specific duty of providing these specific ‘details’, as of now.

With time as the sudden changes settle down and ‘normality’ is established again, the Director may want to turn his/her attention to the level of growth and use Human Resource methods to step up progress. (Lamb, 2004) Despite our choice of one particular style of leadership, even during times of crisis (such as an organizational overhaul), we must keep in mind that no one leadership model can be our sole key to success. Our managerial capacities are proved only by means of our ability to combine and amalgamate various styles in order to obtain the results we are keen on achieving.

For this, it is important for us to understand and tabulate our specific requirements and desired outcome before everything else. It is also of some value to understand our own selves and find out what our personal style of leadership is. Often our own unique approach, though theoretically quite inappropriate in a given situation, can prove to be a real savoir. As it is assumed that Cambridge Theatre lacked a proper form of leadership, it can be stated that with the help of these models it could have been more successful during its early days.

It can well be stated that Leadership of multidisciplinary or interdisciplinary team of professionals under the aspects of Management principals can be defined as the art of creating industrial relations of any kind. This is between people engaged in the industry, such as relation between employers and employees, relation between individuals entering into commercial contracts, relation between investors etc, in order to maintain true cooperation of all concerned along with motivating the entire deal into a positive favour.

Efficiency of the Leadership of multidisciplinary or interdisciplinary team of professionals lies in not only making the employees to work, but to make them work willingly, sincerely and consciously, by employing new knowledge, new methods, new designs, new machines and novel techniques of production and by allaying mistrust and antagonism. The Leadership purpose takes account of a several activities, and the most important among them is making a decision what staffing requirements one have and whether to use autonomous contractors or take into service employees to meet these needs.

This is in accordance to appointing and training the excellent employees, making sure that they are better performers, handling performance related problems, and ensuring that the human resources and administrational practices do the accepted thing to various set of laws. Wright indicated in his book, The Moral Animal: why we are the way we are, that a fundamental supposition of Leadership of multidisciplinary or interdisciplinary team of professional’s approaches.

It is that the whole staffs of the organization including both the management and the workers equally contributes to the common purpose, share the common objective and have full attention in progress of the organization. The Leadership policies and ideals undergo constant changes due to influence of some basic factors such as domestic and international competition, changes in the social structure and developments in technology etc. (Wright, 2000)

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