Super Leadership and Creativity Potential :: Business, Super Leadership Approach

Research ObjectivesThe system of the belles-lettres on management and leaders primarily concentrate on the vibrant nature of the common organization. This paper augments the abundantly available literature on leading studies for organizations. The minor intentions of this paper is to generate an forward gesticulate that will induce other academics and scholars to revolve about on the topic of leadership at a much wider level having more comprehensive objectives in mind. The main focus would be to explore the link between tops(predicate) leadership behavior and creative potential through idea extension for an innovative and creative culture within organization.Research QuestionsThe research questions in this case ar presented as follows 1.What is the relationship between super leadership and creativity potential? 2.How super leadership provoke an employee to perform at its best level?REVIEW OF LITERATUREWhy to gear from conventional leadership to Super-Leadership?Super-lead ership, sometimes also called as Self-Leadership, may be delimit as the strategy to lead others is hidden in by hint oneself (Manz & Sims, 2001). The main difference between traditional leadership management creation and Super-Leadership is the main focus on followers rather than leader itself, and especially the belief of improving followers capacity to lead who are effective self-leaders. Therefore, concisely, super-leadership is the way of leading others to lead themselves. As argued (Sims & Manz, 1996), for super leadership behavior to be implemented, a leader has to adopt 10 well-nigh significant shifts from traditional approach of leadership in order to bear upon towards super leadership approach are as follows- 1.The leader helps place the team members/group to switch from external observation to self-observation. 2.The focus is on moving from designated goals to goals that are self developed. 3.Organic control is exercised by team/group members i.e. external reinforcem ent for task performance changes in to informal reinforcement with an addition of external reinforcement for self-leadership behaviors. 4.Leadership prefer to need techniques not only based on external compensation nevertheless also based on the natural rewards associated with work. 5.The leader shifts the group to focus on self criticism rather than external criticism from the organization, which a great deal creates bad impact upon team/group members. 6.There is a trigger off from external puzzle solving towards self-problem solving techniques.7.There is a shift from external job assignments to self-job assignments. 8.Leadership moves from external cooking to self planning and from external task design to self-design of tasks at step eight. 9.Any problem or issue arises should be treated as an opportunity instead of threat by the group/team members.