THE ROLE OF LEADERSHIP IN PROMOTING CREATIVITY AND INNOVATION (THE STUDY OF SELECTED MANUFACTURING FIRMS IN ENUGU URBAN)

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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

  1. Background of the study                                                  1
  2. Statement of the problem                                                5
  3. Objectives of the study                                                     6
  4. Research questions                                                          7
  5. Hypotheses formulation                                                   8
  6. Scope and limitations of the study                                  8
  7. Significance of the study                                                  9
  8. 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

  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. STATEMENT OF PROBLEM
THE ROLE OF LEADERSHIP IN PROMOTING CREATIVITY AND INNOVATION (THE STUDY OF SELECTED MANUFACTURING FIRMS IN ENUGU URBAN)