In my perspective creativity involves being imaginative, active in thoughts, problem solving and visualizations. In other words, a creative person should be able to adopt a unique angle or point of view and developing it in such a manner other people can understand it from his or her perspective.

 Furthermore, leadership needs creative people who can articulate issues and develop them into images others can embrace and support. Making people see what you see is not an easy task and often needs some form creativity, in one way or another. The tendency of forming cohesive teams and channeling the energy of all the team members toward one goal is one of the most challenging tasks of a leader (Boies et.al, 2015). A leader has to prove to other people why he or she is a leader and reasons people should give him or her that position to rule over them. Therefore, leadership needs creativity and agility.

To a leader, creativity is compulsory since one has to articulately share their dream with others, solve issues, and makes other people vouch for you as a leader who has more to offer than average citizens do (Boies et.al, 2015). Unlike what people think, creativity is not anything out of the norm, but the ability of presenting the obvious in a unique open way amidst rigid usual thinking among people.

Creative leaders can perceive issues from a unique angle and present solutions by seeing issues others ignore or let go off easily (Jaiswal, & Dhar, 2015). Other synonyms of creativity are imagination and vision. The role of a leader is to bring about change and also impact the lives of other people. The only way a person can take into account the collective thoughts of other people and formulate a strategy is a creative leader. Most of the times, people have various goals, but a good leader can effective harness the goals of other people and construct a bridge through which others can exchange ideas and coexist.

The presence of creativity in leadership avails a lot than meets the eye. For example, a creative leader can foster peace, unity, and harmony among people.       For instance, great leaders can reduce disparities and help people live together in harmony (Jaiswal, & Dhar, 2015). Therefore, creativity is always at the center of the undertakings a leader ventures into. It is vital to note that is not easy leading other people. Leadership needs dedication, mutual respect, patience, and understanding. The right leader has to identity the right combination of qualities and when to portray anger, patience, and even generosity.

 In the first place, a creative mind usually takes time to ponder the way forward and establishes the right channels of capitalizing and revealing vital aspects that would solve challenges, be it societal or business (Wang, et.al, 2016). Creativity has for a long time taken the back seats, especially in political leadership as leaders adhere to traditional ways of executing things. However, due to the need for accountability and the need for uniqueness, creativity became relevant once again.

 

In short, creativity tends to take different forms and shapes. Nevertheless, the best way of exemplifying creativity is through leadership. Before one becomes a leader, they have to prove that they are capable and have more to offer than the usual nitty gritty customary eloquent speeches which wear out with time. Thus, leaders have to come up with specific ways of sharing their perspectives and ensuring other people accept the perspectives.

 

 

 

References

Boies, K., Fiset, J., & Gill, H. (2015). Communication and trust are key: Unlocking the relationship between leadership and team performance and creativity. The Leadership Quarterly, 26(6), 1080-1094.

Jaiswal, N. K., & Dhar, R. L. (2015). Transformational leadership, innovation climate, creative self-efficacy and employee creativity: A multilevel study. International Journal of Hospitality Management, 51, 30-41.

Wang, X. H. F., Kim, T. Y., & Lee, D. R. (2016). Cognitive diversity and team creativity: Effects of team intrinsic motivation and transformational leadership. Journal of Business Research, 69(9), 3231-3239.