ABSTRACT
This project work is focused on the role of leadership in promoting creativity and innovation (the study of selected manufacturing firms in Enugu urban). The project work is aimed at examining the effects of leadership role on creativity and innovation, the factors and challenges expected by leaders and employees during creative process. The writer employed the use of historical research method. In review of related literature in chapter two of this works. In chapter three, the researcher made use of survey research plan in which questionnaire were split into two sections: questionnaire on leadership and employees opinion concerning creativity and innovation process. Furthermore, the writer employed the use of stratified random sampling in selecting the sample size for the study. The writer formulated four hypotheses in line with the problems and objectives of the study. However, the researcher adopted the use of chi-square statistical test in testing the hypotheses which the following results emerged: that motivational incentives for creativity and innovation have encourage the exploration of hidden talents in the work place, there is significant relationship between managers/leaders and employees in promoting creativity and innovation, leaders setting unambitious tasks on employees have not reduce stress and hypotheses four indicate validate by concluding that leaders involving their subordinates in decision making process encourage the spirit of team work. Data collected were analyzed and presented with tables and percentages. In view of the findings made, the following recommendations accrued from the result of the research work: that leaders be democratic in their leadership styles as to create enabling environment to improve employees creative ability, leaders should consult their staff in taking key decisions, team members as to achieve set objective and finally, leaders should give adequate support to their employees when embarking on creative process.
CHAPTER ONE: INTRODUCTION
1.1 BACKGROUND OF THE STUDY
It is obvious that by “creative”, we generally mean the words and pictures, the sound and the music, the models that are projected and may be, even associations with such sports, films and other personalities who typify such role model. This is understandable. After all, these are the most visible element of improving growth and development in organization.
Creativity is an asset impossible to financially quantify a prior in an organization (Amabile, 2002:52). Before a product or service is available to the market and sales numbers are unveiled no one can tell whether or not the money will spent or completely wanted (Sutton; 2004:10).
Creativity, as generally understood is only one, even if a very important component of generating and designing of the service development. What is more at the very beginning, must point out that all the talent that creative young aspirants for jobs for manufacturing industries are
not sufficient into this highly demanding work (Cannon,
2005:98).
On the other hand, the opportunities that the profession offers are more varied and creativity more challenging in the wider sense of the term. In the context, it is necessary to be clearly about what creativity really means. “To create” according to Oxford Advanced Dictionary means “Bring into existence, give rise to originate” “The word creation means “All created things, product of human intelligence, especially of imaginative thought” creative means “Creating, able to create, inventive, imaginative, showing imagination as well as routine skill. Of course, even the dictionary definition refers to an actor creating a part or a product created by a designer the essential elements of creativity are really disciplined by routine skills.
Huge sum of capital are put into creativity (OECD,
2008). The reason for it is the outwork of many markets today, not only are they highly competitive but they are also very transmorphic. New demand appears continuously, replacing old ones. New technology generate new problems as well as opportunities to fix them. The ability to anticipate
change by all means to do something about it has more than ever became a critical factor for survival (Boehlke,
2008:87).
So then, once you established that motivation is a necessity, the next question is, how do you do it? After collecting bright minds and states of the art technology the trick now is to maximize creating as if was a product. A leader who is the industry of innovation, its means of production is people and their ability to think out brilliant ideas. But because creativity is a complex matter, intimately connected with human reflection and communication.
Innovation has been found to be Linchpin of economic growth and lies behind improvements in every aspects of modern life Tushman and Anderson, 1996:613).
As Chang (2001: 64) rightly point out, while size, scale and cost position are important aspect of defining competitiveness especially boils down to innovation. An organization’s ability to compete in a fast changing world is defined by its programme for continuous quick and inexpensive innovation. Regrettably, it is observed that many organizations due to short term pressures or lack of
understanding about how to innovate, rely instead on increase mental improvement to existing product (HBR;
2001: 40).
The dictum innovative or perish, is yet to make an impression on many organizations the world over. As a matter of facts, poor performance on innovation has been given as one of the key reasons for Britain industrial decline (Frain, 1992:191). The case of Nigeria for example appears more pathetic. In 2000, for example, the Central Bank of Nigeria (CBN) reported that manufacturing sector of the Nigeria economy recorded a miserly 0 – 4 rise in aggregate index of manufacturing production and the level of capacity utilization was given as only 36.1 percent.
Reasons adduced for this abysmal performance include weak demand for local manufactured goods and influx of imports considered relatively cheaper and perhaps and of better quality than locally manufactured counterparts.
In an increasingly knowledge based economy pin pointing the factors that shape the ability of the organizations to produce influential ideas and innovation
has been long a central issue for organizational studies. Among all organizational outputs innovation is fundamental not only in view of its direct impact on the viability of firms, but because of the profound effects on the paths of social and economic change (Sorenson, 2000:94).
1.2 STATEMENT OF PROBLEM
The issue of creativity and innovation have posed a serious challenges in both private and public sector organizations in Nigeria, because leaders in these organizations have not embrace creative thinking. The complex nature of this subject matters makes it too difficult for many leaders and their staff (employees) to tackle this problem very appropriately due to the continuously increase competition and rapid change in the market share, products/services and customers tastes in. the globally competitive market. Leaders are required to have competence and ability to create and innovate in order to survive in the next millennium.
It is against this background that the researcher envisaged the following problems militating against the
leadership role in promoting creativity and innovation in selected manufacturing organizations in Enugu urban:
Leader’s inability to embrace on the new way of improving on their product/service or generation of ideas for product improvement.
Leader’s non challant attitude towards supporting/assisting workers to coping up with stressful situations in their work place in development/initiating new ideas.
Inability of leaders to play their role in harnessing potential talents among employees.
Inadequate motivational incentives or recognition by leaders to their employees for improved performance
Non consultation of employees by their leaders when taking decisions on key projects.
1.3 OBJECTIVES OF THE STUDY
The objectives of the study include:
1. To examine the effects of management practices on creativity and innovation.
2. To ascertain how creativity and innovation promotes competitiveness among group members
3. To identify those factors that is traits in promoting creating and innovation by leaders in a work place.
4. To evaluate how the hidden talents and potentials in these organizations can be exploited and managed to create value for the share holders.
1.4 RESEARCH QUESTIONS
The research questions that the study is meant to address include:
1. What are those factors affecting leadership role in promoting creativity and innovation in a work place?
2. How has the organizational design affect leaders in promoting creativity and innovation?
3. How can leaders manage the innovation process and barriers that prevent creativity and innovation in a work place?
4. What are the impact of communication and value trust relationship between leaders and employees in encouraging creativity and innovation in an organization?
5. Has creativity and innovation improved hidden and talented employees in these organizations?
1.5 HYPOTHESES FORMULATION
As a guide in the collection of data for the study, certain hypotheses have been formulated which include:
H1: Motivational incentives for creativity and innovation have encouraged the exploration of hidden talents in the work place.
H2: There is significant relationship between managers and employees in promoting creativity and innovation in an organization.
H3: Leaders setting unambitious tasks on employees reduces stress and impact positively on creativity and innovation in an organization.
H4: Involvement of employees in decision making process encourages spirit of team work in promoting creativity and innovation.
1.6 SCOPE AND LIMITATIONS OF THE STUDY
The research was conducted in Enugu Urban Enugu State capital and the concern was the role of leadership in promoting creativity and innovation in an organization, a
selected study of manufacturing industries in Enugu Urban because most companies operate and have their head office, so the researcher was convinced about getting the needed response bearing in mind that these companies which their work involves creating and innovating process styles.
The limiting factors of the study are that there has been no much literature in this area and based on the fact, that the writer made use of both direct and indirect adapted materials for the study.
Also incomplete response and some misleading information from the respondents constituted another limitation of the study. The researcher was so objective as possible in analyzing as possible in analyzing the data gathered.
Other limitations of the study were lack of finance and very short time which the researcher used in combining his academic programme and office duties. However non of these limitations are considered so serious as to affect its validity.
1.7 SIGNIFICANCE OF THE STUDY
The study has a number of significant dimensions to it. The result of this study should provide information to the industrialists on the progress so far made in enhancing growth, sustaining competitiveness by leaders encouraging creativity and innovation in their work place.
The result should serve as a review of further literature for those academicians who want to embark on related work of study.
The study should also help government planners, top managers of manufacturing and service industries and even those in the banking sector on how to re-design their product to meet the current competitive surge to avoid lost of market shares.
The policy makers, the students through this study will know how creativity and innovation create impact on the growth in the industry.
1.8 DEFINITION OF TERMS
1. PARTICIPATIVE LEADERSHIP: This involves consulting with subordinates and evaluation of their opinions and suggestions before the leader makes decision.
2. MOTIVATION: The driving force within individuals by which they attempt to achieve some goals in order to fulfill some need of expectations.
3. MANAGERIAL ROLE: Organized set of behaviour associated with a manager which arises as a result of the formal authority states and activities of the leader.
4. EMPOWERMENT: Is a situation where employees are allowed greater freedom autonomy and self control over their work and the responsibilities for decision making.
5. DIRECTIVE LEADER: This involves letting subordinates know exactly what is expected of them and getting specific directions.
6. CREATIVITY: This is the appreciation of imaginative thought which result in innovative solutions to many problems.
This material content is developed to serve as a GUIDE for students to conduct academic research
THE ROLE OF LEADERSHIP IN PROMOTING CREATIVITY AND INNOVATION (THE STUDY OF SELECTED MANUFACTURING FIRMS IN ENUGU URBAN
A1Project Hub Support Team Are Always (24/7) Online To Help You With Your Project
Chat Us on WhatsApp » 09063590000
DO YOU NEED CLARIFICATION? CALL OUR HELP DESK:
09063590000 (Country Code: +234)
YOU CAN REACH OUR SUPPORT TEAM VIA MAIL: [email protected]
09063590000 (Country Code: +234)
