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them feel valued because they are given the opportunity to make a worthy contribution to the organization. Aside from being participative, members are also encouraged to learn more skills that would not only benefit the organization but their own selves. Creative leaders advocate lifelong learning and create opportunities for their members to continuously and consistently engage in it. Nurturing imaginative minds leads to innovation which eventually comes back to the company (Robinson, 2011).

Creative leaders do not have biases against anyone and welcomes diversity. They believe that each person has something to take to the table due to their diverse backgrounds. Hence, their openness attracts more people, regardless of their background and skill level, to join their creative team. These people anticipate collaboration with each other in order to come up with innovative strategies that will benefit the organization and bring it higher than its competitors. Creative leaders also know that their team members have various work preferences in order to unleash their creativity and provide environments that encourage it. Leaders should be aware of their followers' preferred style of processing of creative thought to be better able to manage groups and integrate the distinct processing styles that characterize the work of the many different people involved in real-world creative efforts (Basaur, 2004). This is why dynamism is consistent. Creative cultures thrive on environments that are alive and free (Robinson, 2011).

Jaussi and Dionne (2003) indicated that unconventional behavior of leaders expressed through role modeling, articulation of a creative mission and the establishment of a creative group identity all contributed to employee creativity. Zhou and George (2003) also argue that by shaping the emotional responses of followers to the problems and challenges posed by creative tasks, leaders stimulate their followers' problem-solving and intrinsic motivation needed for creative work. This suggests that leaders of creative people should not only possess social and emotional intelligence and an ability for rapid adjustment of affect and affect framing should it be required, but also know how to stimulate their followers intellectually. This establishes the creative identity of their group.

情绪智力与创造性领导——Emotional Intelligence and the Creative Leader

Zhou & George (2003) propose that the root of creativity-supportive leadership is emotional intelligence. They argue that leaders play a crucial role in awakening and fostering creativity in organizational members both through their own behaviors and actions and through creating a work environment that supports and encourages creativity. In particular, emotional intelligence enables leaders to awaken, encourage, and support creativity among employees in organizations. Leaders high on emotional intelligence know how to use emotion to help their employees jumpstart the cognitive processes that underlie problem identification and opportunity recognition. Zhou and George (2003) illustrate that when individuals are in positive moods, their optimistic dispositions surface and they feel more confident in facing new opportunities or become dismissive of problems. However, when they are in negative moods, they tend to be more pessimistic yet more readily able to detect mistakes and errors本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。