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.
TABLE
OF CONTENTS
Cover page i
Title page ii
Certification iii
Dedication iv
Acknowledgement v
Abstract vi
Table of contents vii
CHAPTER
ONE: INTRODUCTION
- Background of the study 1
- Statement of the problem 5
- Objectives of the study 6
- Research questions 7
- Hypotheses formulation 8
- Scope and limitations of the study 8
- Significance of the study 9
- Definition of terms 10
References 12
CHAPTER
TWO: REVIEW OF RELATED LITERATURE
2.0 Introduction 14
- Theoretical framework 14
- Individual and organizational creativity and innovation 19
- Stages of creative process in organization 22
- The impact of effective leadership styles on organizational creativity and innovation 25
- Methods of promoting organizational creativity 32
- Guidelines for stifling innovation in an organization 34
- Role of leadership in managing and encouraging
Innovation 36
- Factors that contribute to the promotion of creativity and innovation in an organization 41
- Factors affecting leadership styles in promoting creativity and innovation 45
- Leadership creating the culture of creativity 48
- Development of leadership: implementor and pacifier 50
- Four domain factor promoting creativity and innovation in a work place 55
References 62
CHAPTER
THREE: RESEARCH METHODOLOGY
- Research design 66
- Sources of data 66
- Area of the study 67
- Population of the study 67
- Sample size determination 68
- Instrument of data collection 69
- Method of data analysis 70
References 73
CHAPTER
FOUR: PRESENTATION AND ANALYSIS OF DATA
- Presentation of data 74
- Hypotheses testing 89
- Analysis of data 97
CHAPTER
FIVE
SUMMARY
OF FINDINGS, CONCLUSION AND RECOMMENDATION
- Summary of findings 101
- Conclusion 103
- Recommendations 105
- Suggestion for further study 107
Appendix A 109
Appendix B 110
Bibliography 113
CHAPTER ONE: INTRODUCTION
- 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).
- STATEMENT OF PROBLEM
THE ROLE OF LEADERSHIP IN PROMOTING CREATIVITY AND INNOVATION (THE STUDY OF SELECTED MANUFACTURING FIRMS IN ENUGU URBAN)
