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 Shouldn't Be Banned"? Get an Original Essay Business leadership, whether viewed as a transformational process or an interplay of innate personal characteristics, has no firm pattern or unique style. In recent decades it has received various interpretations from organizational theorists, contemporary thinkers and psychologists. Its interpretation has changed even more over the last 10 years as business and capitalistic models have changed. Effective leadership is defined as the ability to foresee opportunities in the surrounding environment and the ability to transform this potential into existence. It is based on various interpersonal skills such as intelligence, integrity, sense of organization, ambition, flexibility, empathy, adding to these: the mysterious ability to foster imagination and creativity. It is 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 challenged by their environment: outnumbered competitors, elaborate regulations, rapidly evolving technologies, complex value chain systems, evasive business models, demanding customers, heavy human resource management, etc. To keep pace with this rapidly changing environment, leaders must anticipate and evolve their organizations rapidly and cyclically from their current level to the next, then achieve progress, differentiation, and innovation. Indeed, effective leaders have the magical ability to instill ambition, open-mindedness, creativity and flexibility into their organization, thus providing fertile ground for generating as many ideas and programs that challenge the status quo. How do managers infuse creativity into their organization? By creating initiatives, organizing award-winning internal challenges, brainstorming products and services, adopting new technologies, connecting departments, involving employees (especially introverted ones), sharing intelligently proposed problems and solutions, sharing network best practices, bringing customers and workforce to meet. Innovation does not come once (except on very rare occasions), but develops through stages, through the correction and improvement of an initial idea. Effective leadership releases potential within the organization in the same way that Socrates' Maieutic Method facilitated responding to posed problems and enhancing ideas by encouraging critical thinking. For me, I have never really considered the issue of leadership; Above all, I wanted to become a good manager. Furthermore, I have long been stuck in a strong conventional “boxy side” that left little room for flexibility and creativity. I needed great turmoil to push me out of my “conventional” limits and for me to learn leadership. My latest professional experience turned out to be that turmoil; I ended up embodying a stronger position than expected. My professional life as an “emerging leader” began in 2011, when I joined a family business (manufacturing and distribution) in “C”. The company was going through a major governance change: its founder (CEO and managing director) suddenly left in 2010, leaving behind several unresolved issues. Shareholders needed an internal person to assist management inreorganization of the company. My involvement began with performing an in-depth analysis of data from the last few years. Upon completion of this, I concluded that the company needed to restructure its data production processes, requiring formalization of policies, existing risks, controls and reporting system; and I started developing it. During the process, I expected managers to follow because, on the one hand, the system to be implemented was necessary and built correctly; and because, on the other hand, I was advocating for implementation through hard work and exhausting arguments. However, resistance quickly manifested itself: unanswered emails and reminders, missing reporting, data checks not performed, bad faith, false issues and conflicts. People stood against change and against “my” system. Taking a step back, I realized that the implementation required more delicacy and creativity than expected, considering the company's setup: the company culture was becoming fossilized as the average seniority reaches 15 years, the function is never been embodied and the idea of ​​formal controls was frightening. I had to find another way to make the change, and it was threefold. First, I convinced the shareholders of a technological change: a move from sage 100 to sage X3 ERP, a high-performance system that mitigates most of the identified risks and controls, automates several tasks and contains several intelligent analytical tools. This project had the great advantage of bringing us all together around one table; it brought stimulating discussions and created new dynamics in the organization. Secondly, I worked on myself: I tried to be less rigid, but I continued to be tenacious, I worked harder (the first to arrive and the last to leave), I stopped giving credence to "false problems”, I committed to listening to what is said and what is not said, I recognized people's competence in what they do, striving to always appear positive. I've mostly learned to ignore the blocking points/people, at the end of the journey, they either follow up or get left behind and end up getting left by the wayside. Third, I found new ways to infuse creativity and dynamism into the organization. The context of the company and my involvement allowed me to interact with its vast network. Internally I interacted with all departments. Externally, I interacted with business and financial partners, with customers and potential customers, 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 renewal; it needed a new rebrand. Renewing 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 the company has an important partnership network: large Successful innovative organizations like So, I started to challenge (and excite) the Sales and Marketing team and we started to develop ideas from each other's ideas: new products and brands, new services, new website, broadening the scope of marketing actions: developing the concept of open days, coverage of new events (at the lowest possible cost), internal and external sales challenges, internal and external communication. So, I took the opportunity to take over the press..”