Smart visionary leadership is able to synthesize different styles in response to organizational exigencies for efficiency. Creativity and innovation are twin drivers for leadership visioning focused on organizational efficiency. This paper discusses strategy making process for organizational efficiency and its adaption in the real world. An appended simulation exercise tasks application of lessons learnt on two leading process-centric agencies in Nigeria.

1. CREATIVEAND INNOVATIVELEADERSHIP
VISIONINGFORORGANIZATIONALEFFICIENCY
BY
TANKO AHMED fwc
Senior Fellow (Security & Strategic Studies)
National Institute (NIPSS), Kuru

2. ‘United we Stand, Divided we Fall’– Anonymous
A Lecture Delivered to the NIPSS Policy, Strategy and
Leadership Course 19 on Tuesday, 18 August, 2015

3. Preface
• A smart visionary leadership is able to synthesize
different styles in response to organizational
exigencies for efficiency.
• Creativity and innovation are twin drivers for
leadership vision focused on organizational
efficiency.
• This paper discusses the internal and external
challenging realities facing organizational
leadership in advancing or improving efficiency.

4. Key Terms:
Creativity;
Innovation;
Leadership;
Innovative Leadership;
Vision and Visioning; and
Organizational Efficiency.

5. INTRODUCTION

6. Background
Leadership visioning is the preoccupation of capable leaders
who are able to harness human and material resources for
the efficient function any organization.
A leader should be able to identify situational opportunities,
resource availability and individual capability of his followers
or subordinates for efficient running of the organization.
Vision is therefore crucial as means for focusing attention on
what matters most, what you want to accomplish and what
kind of leadership is desired.
https://hbr.org/2008/08/title

7. Background Contd…
Organizational efficiency is described as process-centric
collaboration methodology involving deliberate efforts
of leadership and subordinates in attaining set goals by
prudent resource management (Vijayan, 2014).
It measures and relates to performance, productivity
and optimum balancing of resource input with goal
attainment.
It also projects the ability of an organization to achieve
its set goals in the maxim of ‘united we stand, divided
we fall’.

8. Literature and Theoretical Context
Literature on creativity and innovative leadership orbits
around the ability of leaders to identify, harvest and
redirect individual efforts into an overall organizational
process for efficiency (Vijayan, 2014).
Larger part of literature on organizational efficiency
falls under organizational change with emphasis on
desired outcome rather than focus on understanding its
dynamics (JPC, 2002).
For theoretical context, a blend of earlier works on
modelling by Amabile (1998); and latter expansion by
Gliddon (2006) tend to accommodate the dynamics of
creative and innovative leadership vision for
organizational efficiency.

9. Problem Statement
 The idea of tasking a particular style of leadership to
galvanize all other approaches require careful
alignment of theories, practice and concepts for clear
understanding.
 This paper contributes to a course programme on
‘leadership, policy and strategy’ for middle and upper
cadre of senior executives drawn from Nigeria’s
public and private sectors.
 The course is instructive, interactive and simulative,
modeled for synergy amongst diverse professionals
and career public officers in confronting and solving
national issues as one single unit or force.

10. Points of Inquiry
To treat the above issues, this paper seeks to understand
the following:
Creative and innovative leadership visioning;
Strategies for Organizational Efficiency; and
Challenges of Leadership Visioning in Organizational
Efficiency.

11. Paper Organization
The introduction is followed by conceptual clarification
to translate and transmit meanings for clear
understanding of leadership vision and organizational
efficiency.
Strategies and challenges to organizational efficiency
are discussed and linked to leadership, policy and
strategy.
A conclusion is followed by an engaging group exercise
for course participants to practice what is learnt on real
world situation.

12. Creativity
Creativity is the imaginative ability in producing and using
artistic ideas for new things, added value or countering
challenges.
It is commonly termed as ingenuity, inventiveness,
resourcefulness, inspiration, vision, innovation.
In general application to human ability and transactions,
creativity implies new and useful products or processes,
something original and worthwhile (Mumford, 2003;
Meusburger, 2009; Stenberg, 2011).

In an organizational set up, creative is harnessed collectively
from individuals and developed into a process of innovation
(Amabile, 1988).

13. CONCEPTUAL
FRAMEWORK

14. Creativity and Innovation Model
• Creativity is the generation of new but useful ideas.
• Amabile (1988) provides a foundation for modelling creativity and
innovation in organizations based on reciprocal individual
contribution and organizational influence.
• According to Amabile (1988), in as much as an individual is
required to be creative, the organization through leadership is
needed for innovation to prosper.
• Legrenzi (2006) built on this foundation, seeing “… creativity as an
ability of single individuals; and innovation, as collective
phenomenon.” (p. 6).
• Leadership therefore galvanizes human and material resources for
creativity and innovation.

15. Innovation
• Innovation denotes the introduction, origination or process
of putting new ideas or methods for purpose of
advancement or improvement of existing practice, product,
system or situation.
• It involves advancement or progress in efficiency,
effectiveness, application, or simple breakthrough
(Maranville, 1992; Frankelius, 2009).
• Innovation is a driver for change as the ‘new’ comes to
replace ‘old’.

16. Leadership
• Leadership is defined in many ways across time and space,
depending on the direction of discourse.
• Leadership is about knowledge, skills, and abilities for
transformation, including motivation or inducement to
certain kinds of action and behavior (Ncube, 2010).
• This paper opts for a definition signifying collaborative effort
in turning ideas into reality.
• Leadership in this regard involves blending of visions, values
and contributions to the effort in turning ideas into reality
through others that share the same vision (Burian, et al.
2014).

17. Innovative Leadership
Innovative leadership combines or blends different styles to
mobilize and lead followers or employees in creating ideas,
ventures, services or solution to challenges (Gliddon, 2006).
It is a strategic process involving creative thinking and proactive
action compatible with ‘leadership, policy and strategy’.
It supports organizational development in achieving mission, vision
and visioning in a rapidly changing world.
The need for innovation in an organization therefore shifts focus
on the role of leaders in shaping creative efforts of individuals,
subordinates, employees or followers (Mumford & Licuanan,
2004).

18. Vision and Visioning
o Vision is a mental picture, an image or concept in one’s
imagination often called a dream or a plan at individual or
group levels.
o It is the proficiency to plan, set goals or anticipate future
events and developments.
o It implies well thought-out ideas, mental picture, far-
sightedness, conceptualization, visualization, foresight,
forethought, imagination or prescience for direction.
o In organizational studies, vision is associated with future
plan, intention, direction, strategy or strategic plan often
expressed as ‘vision statement’ or ‘visioning’.

19. Vision and Visioning … Contd
o Visioning involves deliberate planning for breakthrough or in
anticipation of what lays ahead.
o Nooyen, Hilberts & Dijk (2014) define visioning as the process of
coming up with ideas for breakthrough which are usually not the
function or product of one mind or single trend.
o This process requires creative thinking to identify and utilize
conflicting propositions within same goal-tract.
o A creative and innovative leadership is able to blend and employ
different available styles to mobilize for organizational efficiency.

20. Organizational Efficiency
• An Organization denotes a group identified by shared
interest or purpose, like a business, company, agency,
ministry, department or any functional entity consisted of
arranged components directed at achieving set goals.
• In technical terms, an organization may refer to the process
of coordination, relationship or effectiveness of ventures.
• It could also be defined as the effectiveness or efficiency of
the arrangement of separate components in a coherent
whole (Microsoft Encarta, 2009).
• An organization is an entity that needs guiding, directing or
leading for the purpose of its existence or intent.

21. Organizational Efficiency … Contd
• Efficiency is the ability to do, achieve, attain or deliver well
and desirable result without waste of time, energy, efforts or
resources in general.
• It stands for competence, resourcefulness, productivity,
effectiveness, efficacy, proficiency and adeptness in
management, administration and leadership in planned
ventures.
• Efficiency is therefore a driver of ventures in which leaders
and subordinates are galvanized in the direction of set goals
for organizations.

22. Organizational Efficiency … Contd
• Organizational efficiency is the ability of an organization to
reach its set goals by optimum use of resources.
• It is the measure of relationship between inputs or resources
and outputs or desired result
https://sielearning.tafensw.edu.au .
• Organizational efficiency submits to easy understanding but
difficult definition, described by Davoren (n.d.), as the ease
with which an organization makes use of its resources for
optimum attainment of set goals; and suggests five types of
efficiencies.

23. Types of Efficiencies
Resource efficiency, in prudent allocation and minimizing
of waste;
Time efficiency, in operating within set time frame or
sooner;
Cost-efficient, in inexpensive manner and prudency;
Management efficiency, in coordination and
improvement as well as elimination of inefficiency; and
Work force efficiency, concerning employee
commitment and performance.

24. CREATIVE AND
INNOVATIVE LEADERSHIP
VISIONING

25. Traits of Innovative Leaders
Visioning is the vehicle which bears creativity and innovation,
with leadership in the driver’s seat destined for organizational
efficiency.
Leaders who are able and competent to galvanize resources
and achieve desired results are considered as innovative.
Zenger & Folkman (2014) offers some major traits identified
with innovative leaders as:
 Display of excellent strategic vision;
 Having strong focus on followers, subordinates or employees;
 Creating a climate of reciprocal thrust;
 Display of fearless loyalty in doing what is right for the cause or
organization;
 Putting faith in organizational culture and communication;

26. Other Traits Include:
Persuasiveness;
Excellent at setting clear goals; emphasizing speed and
efficiency;
Open in communication; and
Inspiring and motivating through action.
https://hbr.org

27. Innovative Leadership Model
Gliddon’s (2006) model of innovative leadership is built
around organizational development in support of mission
and vision statements.
Organizations therefore need innovations in order to
survive and be successful in a competitive world as
continuously projected in the major works in the field.
(Tushman & Reilly, 1996; Dess & Pickens, 2000; Shipton, et al. 2005;
Sarros, Cooper & Santaro, 2008; McEntire & Green-Shortridge, 2011).
Innovation is a collaborative affair running from idea,
through its development to Implementation, involving
many people with various expertise (Baumgartner (2013).

28. Strategy Making Process
Blending creativity and innovation in leadership with
organizational efficiency brings to bear on the essence of the
strategy making process.
Strategy making involves defining a strategy and ensuring
that it becomes a reality rather than just an abstract wish.
It involves, not only coming up with a strategy but also,
planning on how to execute it and adjust to unexpected
events (Jarret and Huy, 2012).

29. STRATEGY
FOR
ORGANIZATIONAL EFFICIENCY

30. Strategy for Organizational Efficiency
a. Selection of mission statement, goals, objectives;
b. Analysis of external environment for opportunities
and threats;
c. Analysis of internal environment for strengths and
weaknesses;
d. Select line of action based on a, b & c above;
e. Implement decisions; and
a. Evaluate success of the strategy.

31. Organizational Adaptation
• Organizational adaptation of strategy making process for efficiency may
seem difficult at theoretical level due to surface complexity.
• However, the application of strategy making process to clearly spelt-out
functions and objectives of real world organizations is practically possible.
• A simulation exercise based on actual current events and process in
Nigeria would provide ample opportunities for test the lessons of the
Lecture.
• The exercise, involving two of Nigeria’s process-based efficiency agencies,
the SERVICOM and IPPIS are is used to simulate issues of leadership and
organizational efficiency.
• Some basic challenges are not unexpected in the application of
organizational adaptation in the real world situation.

32. CHALLENGES FOR
LEADERSHIP VISIONING IN
ORGANIZATIONAL
EFFICIENCY

33. Challenging Factors
Vision and visioning are easy to understand but hard to define as
much as organizational efficiency is hard to define but easy to
understand.
Factors responsible for challenges to innovative leadership visioning
in organizational efficiency include the dearth of attentive literature,
particularly in developing societies where the level of exposure and
competitiveness is very low.
The absence of incentive and motivation is worsened by weak
reward system and lack of societal acknowledgement and
recognition of good deeds.
Also, available and reliable data for internal and external situation
analysis, monitoring and evaluation of outcome is hard to obtain.

34. Remedial Options
• Available remedial options include the educational level,
experience, exposure and direct or indirect involvement of senior
executives charged with running the affairs of the agencies they
come from.
• The ‘NIPSS-PLSC module’ is specifically designed to bring
participants of diverse backgrounds, expertise and professionalism
who are at the apex of their careers, to learn and exchange ideas.
• This group of frontline career Nigerians know exactly what to
expect from the course at NIPSS.
• It is therefore expected that they are ready to put their heads
together to help current challenges facing Nigeria.

35. CONCLUSION

36. Summary
• This lecture seeks to conceptualize, correlate and discuss
identified key terms constituting the discourse on creative and
innovative leadership visioning for organizational efficiency.
• It has established visioning as crucial in harnessing resources
for a process-centric organizational efficiency.
• While the dominant literature on the subject focused more on
the ability of leaders in organizational change, theoretical
context tends to accommodate the dynamics of its
functionality.
• The paper therefore dwells on the understanding of creative
and innovative leadership visioning, strategies for
organizational efficiency, and the challenges as well as remedial
options for practical application of lesson learnt.

37. Conclusion
• It is concluded that visioning is the vehicle which bears creativity
and innovation, with leadership in the driver’s seat destined for
organizational efficiency.
• It means that, leaders who are able and competent enough to
galvanize resources and achieve desired results are considered as
creative and innovative, and characterized by strategic qualities.
• The creative and innovative leader plays the role of a cultural
officer who identifies norms and values of organizational efficiency
and moves the group forward.
• This blending of creativity and innovation in leadership with
organizational efficiency also brings to bear on the essence of the
current NIPSS-PSLC programme.

38. Simulation Exercise
To test the assumptions and lessons drawn from the lecture, a
group simulation exercise is provided reflecting opening phrase
of ‘united we stand, divided we fall’

39. Appendix 1
CREATIVE AND INNOVATIVE LEADERSHIP VISION FOR
ORGANIZATIONAL EFFICIENCY: A SIMULATION EXERCISE NO. 2
Exercise Quotation
“Without the playing with fantasy, no creative work has ever yet
come to birth. The debt we owe to the play of imagination is
incalculable."
— Carl Jung

40. Introduction
• This simulation exercise is specially designed for the NIPSS –
Policy Strategy and Leadership Course 19, to bring out the
creativity and innovative leadership lessons of the Lecture.
• Individuals and groups ability are tasked on the application
of strategy for organizational efficiency.
• Special attention must be given to the course theme which is
‘Internally Generated Revenue’.
• Two of Nigeria’s process-centric efficiency agencies, the
SERVICOM and IPPIS are used in simulating issues of
organizational efficiency in Nigeria’s public and private
sectors’ administration, management and leadership.

41. The Exercise
• Course participants are divided into two groups as SERVICOM and
IPPIS.
• Briefs on the aims and objectives from the websites of these two
agencies are downloaded and distributed for reference.
• The task is for the Course Participants to extract and apply the
objectives of these two agencies on any revenue-based MDA, like
the NNPC, the Nigerian Customs Service, and Nigerian Immigration
Service, to bring about organizational efficiency.
• The time for planning and execution of the exercise is one hour.
• Group Representatives will brief the Class on the outcome of their
exercise.

42. THANK YOU

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