Creative Intelligence and Their Influence Research Paper

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Imaginative aspects of decision making in organizations are also pervasively found in advertising and marketing, where the competition for attention of specific messages can be exceptionally high. Using this aspect of creative intelligence to compete more effectively, organizations choose to define their brands more imaginatively on social networks for example than has been the case in the past. The imaginative aspects of creative intelligence also are aligned with transformational leadership, in that both of them combined can redefine an organization over time (Rowe).

The last facet of creative intelligence is inspiration. This is at the center of the intersection of transformational leadership, organizational structure and creative intelligence (Boyatzis, 22). When decisions are influenced by inspiration, transformational leadership values of accountability, authenticity and transparency all become motivators towards the attainment of exceptionally challenging goals. Decision making that includes inspiration as a creative intelligence often is based on a fundamental shift in strategy and product direction, as was the case with Apple re-hiring Steve Jobs and the launch of the iPhone for example.

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Now they dominate the market of smartphones as a result of the success of combining inspiration and transformational leadership.

Conclusion

The four styles of creative intelligence must be taken into account in the context of transformational leadership for their full implications to be appreciated in the context of organizational decision making (Boyatzis, et.al.). The implications on decision making of creative intelligence are that it can also force a hybrid-based approach to leadership styles. Combining transactional and transformational leadership for example often happens in organizations where strategies need to be implemented quickly and with quick buy-in. Creative intelligence as a foundation of transformational leadership is clear (Boyatzis 1 -- 23 (Baum, et.al)......

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