The body of the literature on management and leadership primarily concentrate on the vibrant nature of the common organization. This paper augments the abundantly available literature on leadership studies for organizations. The minor intentions of this paper is to generate an forward motion that will induce other academics and scholars to focus 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 super leadership behavior and creative potential through idea generation for an innovative and creative culture within organization.
The research questions in this ...view middle of the document...
3. Organic control is exercised by team/group members’ i.e. external reinforcement for task performance changes in to internal reinforcement with an addition of external reinforcement for self-leadership behaviors.
4. Leadership prefer to motivation techniques not only based on external compensation but 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 often creates bad impact upon team/group members.
6. There is a move from external problem solving towards self-problem solving techniques.
7. There is a shift from external job assignments to self-job assignments.
8. Leadership moves from external planning 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.
10. Commitment to organization’s vision rather than its compliance only is more important that leadership needs to help the employee to create.
Having focused to improve employee’s effectiveness, self-leadership phenomenon attempts to concentrate on various issues that an organization might come across in this era of rapid globalization.
It is also commented that self leadership serves as significant stimulant for creative work and work role performance (Neubert & Wu, 2006).
Self-leadership predicts innovation as identified by employees (Carmeli, Meitar, & Weisberg, 2006) ; (DiLiello & Houghton, 2006).
Supervisors and work conditions can have some sort of control mechanism in a work place (Manz & Sims, Self Management as a subsitue for leadership:A social learning perspective, 1980) but the inner drive that initiate organic...