Leadership and creativity : an analysis of creative leadership at visual trends international

Abstract

Creativity and leadership have been the subject of academic analysis for decades, however, research studies on the impact of leadership on creativity are still limited, especially in areas like leading clients, suppliers and the industry. This research studied ways in which leadership in the marketing communication industry leads to creativity in relation to the seven pillars of creative leadership: Leading Yourself: Leading People, Leading Clients, Leading Suppliers, Leading the Enterprise, Leading Vision and Innovation, and Leading the Industry. Using a qualitative approach, this study investigated a local case that is known for its creative output: Visual Trends International (VTI). Data was collected through in depth interviews with leaders of the organisation and relevant stakeholders, including staff, clients, suppliers, and ind11st1y and creativity experts. These were asked how leadership at VII functions in relation to the seven pillars in un attempt to understand the way this leads to inactlvlty. The case study highlighted the importance of VTI leaders' personal characteristics and a relationship was found between a leader's values and the concept of authentic leadership. An emphasis on the leader's ability to select was pinpointed throughout the research, and this was reflected in a number of areas such as choosing the right people, suppliers and clients. The study pointed out the importance of contingent rewards in leading people to creativity, not as an end in themselves, but as a sign of recognition for the individual's personal achievements. In leading both clients and suppliers there is a stress on the importance of building trustworthy relationships, knowing the client and the problems well, and performing outstandingly. The balance between the leader's active presence and absence is perceived as essential in nurturing autonomy, independence and inspiration, which positively affects creativity. The study identified ways in which creative leadership can drive the organization towards innovation, and VTI uses its own particular method in doing so. On the other hand, it was found that short deadlines and heavy workloads might prompt people to use past ideas and solutions rather than novel ones. This study also shows how in marketing communications, leading the industry involves leading both one's own industry and that of the client, thus putting more responsibility on the creative leader.