This week’s journal article focus on the how positive team culture can correct the impact of lagging leadership creativity. Additionally, we discussed how digital transformation leaders in regard to artificial intelligence (AI). After reviewing the reading, please answer the following questions: Be sure to use the UC Library for scholarly research. Google Scholar is also a great source for research. Please be sure that journal articles are peer-reviewed and are published within the last five years.The paper should meet the following requirements:
The Role of Positive Team Culture in Mitigating the Effects of Lagging Leadership Creativity
Leadership creativity plays a critical role in leading organizations through the challenges of the digital age. Without innovative and creative leaders, organizations are at risk of falling behind the rapid pace of technological advancements and disruption. However, not all leaders possess high levels of creativity, which can hinder their ability to effectively lead in the digital age. This paper explores how positive team culture can compensate for the limitations of leaders with low creativity and mitigate its negative impact on the organization’s ability to embrace digital transformation.
Positive team culture is characterized by trust, collaboration, openness to new ideas, and a shared vision. It creates an environment that fosters creativity, innovation, and a willingness to take risks. Previous studies have established a positive relationship between team culture and individual creativity within organizations (George & Zhou, 2007; Anderson, Potocnik, & Zhou, 2014). However, little research has explored how positive team culture can counterbalance the impact of lagging leadership creativity.
One possible explanation is that positive team culture encourages information sharing and idea generation, enabling teams to compensate for the limitations of their leaders. When leaders lack creativity, teams can collectively contribute ideas and solutions that compensate for their leaders’ deficiencies. This aligns with the concept of distributed leadership, where multiple individuals within a team or organization contribute to the leadership process (Pearce & Conger, 2003).
Moreover, positive team culture can create an environment that supports risk-taking and experimentation, which are essential for digital transformation. Leaders who lack creativity may be hesitant to embrace new technologies and strategies, fearing potential failure or resistance from the organization. However, a positive team culture that encourages taking calculated risks can empower team members to explore new opportunities and overcome resistance to change.
To investigate the role of positive team culture in compensating for lagging leadership creativity, a mixed-methods approach will be employed. First, qualitative interviews with leaders and team members from organizations in various industries will be conducted to gain insights into their experiences and perceptions. The interviews will explore the impact of leadership creativity on digital transformation, the role of positive team culture in fostering creativity, and strategies employed by teams to compensate for leaders’ lack of creativity.
Based on the findings from the interviews, a quantitative survey will be developed to gather data from a larger sample of organizations. The survey will measure leadership creativity, team culture, and perceptions of digital transformation success. Statistical analysis techniques, such as regression analysis, will be used to examine the relationship between variables and determine the extent to which positive team culture can mitigate the impact of lagging leadership creativity.
Understanding the role of positive team culture in compensating for the limitations of leaders with low creativity is crucial for organizations striving to thrive in the digital age. By fostering a positive team culture that facilitates idea generation, risk-taking, and collaboration, organizations can empower their teams to compensate for the deficiencies of their leaders and embrace digital transformation. This research aims to contribute to the existing literature by shedding light on the mechanisms through which positive team culture can overcome the limitations of lagging leadership creativity. By doing so, organizations can develop strategies to effectively leverage their collective creativity and drive innovation in the digital era.