Thinking systematically: Systems seek homeostasis and equilibrium so when changes happen. These networks will push back. A reactive leader is, therefore, unable to systemically think and design their leadership. This is because of the creative leader’s ability not to react in the face of hardships and instead see solutions in the midst of chaos (Anderson, Adams & Adams). Thinking systematically, therefore, calls for courage especially in keeping up with the change in business conditions. Creative leaders should aim at thinking with the whole team and coming to a working solution. Distilling vision: Vision flows from the leader’s personal commitment to higher purpose (Anderson, Adams & Adams, 2015). For leaders to distill vision to their subordinates, it needs to be specific and clearly communicated to the team. When the communication is clear, the concept becomes collective where the organizational goal can fit it into the team’s personal purposes. Anderson, R. J., Adams, W. A., & Adams, B. (2015). Mastering leadership: An integrated f ramework for breakthrough performance and extraordinary business results. John Wiley & Sons. Horace, I assume since you selected these two leadership practices that you would like to improve. Instead of summarizing recommendations offered by the authors, what specific actions could help you to improve?

Systemic thinking. It is the skills possessed to institute a holistic assessment of a system and enlighten its behavior. Systemic thinking involves the understanding of how the various components within a system can interrelate and influence each other within as a whole unit (Anderson, Adams, & Adams, 2015). A creative leader is not reactionary and would first analyze the situation before making a move. A quality which is imperative since the action which needs a reaction could be a symptom from a certain failing system. Creative leaders are thus able to analyze a situation from the point of the entire unit and not just a selected part. A leader who can think systematically can involve all employees. As such, a leader would use strategies that would bring everybody on board (Fulcrum, 2018). For instance, such a leader can use a democratic leadership style that can bring various people on board. He/she is thus approachable to be informed about a problem and possible solutions.  It is imperative to, therefore, connote that systemic thinking leadership would identify the problem and analyze its conditions, formulate some options for solutions, settle on the most effective solution at best cost and be bold and make a lasting solution.

Distilling vision. Vision is passed from the leader to the rest of the team. It requires good communication from the leadership so that the employees can follow. As such, it is vital for the leader to strike good leadership styles like democratic and transformational leadership styles. These traits will enable a leader to be closer with the employees thus instilling the vision of the organization better. Mentoring is another way of passing the vision to employees. Recruits or young employees can undergo a mentoring stage where they are assigned senior employees as succession leadership. From such areas, a broader vision can still be instilled in them.

References

Anderson R. and Adams W (2016). Brief Summary of Mastering Leadership. Srinath Ramakrishnan. Retrieved on 27th August 2018 from https://srinathramakrishnan.files.wordpress.com/2016/12/brief-summary-of-mastering-leadership.pdf

Fulcrum (2018). Creative Leadership Competencies. Retrieved on 27th August 2018 from http://888fulcrum.com/creative-leadership-competencies/