Building organizational citizenship
Since every organization’s success is built on the participation and good work of its staff, this article advises leaders to view their organization as a country, and frames their primary management challenge as creating “organizational citizenship”, defined as a voluntary consistent commitment to the goals, methods, and ultimate success of the organization. Most leadership strategies are designed to create specific business results; their effectiveness will depend on the creation of a culture of patriotism throughout the organization.
The Study of the Relationship between Transformative Leadership and Individual Creativity of Staff in Organizations
This research aims to investigate the relationship between transformative leadership and individual creativity of staff in governmental organizations of Kerman city. This research is descriptive and correlational. To collect data, two questionnaires including Albrecht organizational intelligence questionnaire with 49 questions and Randsepp creativity questionnaire with 50 questions. The collected data was analyzed using spss software in two parts of descriptive statistics including central indicators and inferential dispersion and statistics in the form of Kendall and Spearman correlation coefficient on a population including 2286 people and a sample with 330 people. The results of the research show that there is a direct and significant relationship between transformative leadership and its components for individual creativity. According to the results it can be deduced that the transformational leaders encourage the staff to behave beyond their task (individual creativity). The greater the desire for change of managers, the higher their individual creativity and the higher the spirit of managers their individual creativity will be increased. DOI: 10.5901/mjss.2016.v7n4S1p234
Leading organizational change
Discusses the shift in focus of change management from change itself to the people facing change and the impact on the most powerful drivers of work behaviour: purpose, identity and mastery. Observes that leaders need to align these behaviours with organizational change by explaining the who, what, where, why and how of the change. Describes the change management cycle: understand the current situation, develop a change plan, enlist others to develop critical mass and track and stabilize results. Presents the “TRY” (test, recalibrate, yes) model to help change leaders’ resistance to change and lists what is needed in leaders to increase their ability to manage organizational change effectively.