There are many things that can impact creativity in the entrepreneurial process within the workforce of an organization. Echeverria (2012) postulates that there is nothing more challenging for a leader than managing creativity effectively to assist with breakthroughs and the delivery process of new innovations. Idea agents require support and freedom in the creative process. Effective leaders support innovators by: (a) providing authentic leadership that inspires and motivates individuals to perform at optimum levels, (b) understanding and identifying the idiosyncrasies, strengths and weaknesses of creative personalities, (c) letting innovative individuals take flight, encouraging them to keep in alignment with the organization’s interests, and (d) creating a clear configuration of structure that liberates the creative spirit and nurtures a culture of empowerment (Echeverria, 2012).
Simon (2010) contends that another component that can disrupt the creative process are the entrepreneurs who have concerns about technological innovations that may eliminate the need for certain skills; replace workers; and require training on new systems. For example, because of technological advances a small restaurant can attract new clients without a marketing budget through the internet; an iPad case manufacturer can generate over $1 million in profits in just a few months with only a handful of employees; or a voice over company can connect artists with opportunities without expensive hardware and software (Simon, 2010). These are new frontiers that can prohibit adaptation to change.
Although new innovations may be disruptive and cause alarm for some entrepreneurs, the most successful ones recognize new challenges as opportunities for growth. This is the mindset and focus of an effective entrepreneurially managed firm. A trailblazing entrepreneur uses opportunity: (a) as a stimulating agent to address challenges, (b) to find resourceful adaptations and solutions, and (c) to discover the best way to capitalize on it (Bygrave & Zacharakis, 2010). This entrepreneurial philosophy is in alignment with the kind of corporate entrepreneurship that encourages associates with innovative ideas like Apple’s Steve Wozniack and Disney’s Don Bluth to remain within an organization rather than branch out to create competition. Corporate entrepreneurship support is fundamental. With the aid of incentives and rewards, trailblazers are encouraged to pursue innovative ideas as well as participate in the creative and decision making process. This strategy can be beneficial and a profitable experience for both the entrepreneurial innovator and the organization.
Simon, P. (2010). The new small: How a new breed of small businesses is harnessing the power of emerging technologies. Henderson, NV: Motion Publishing.