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"There is perhaps no leadership challenge more daunting than managing creativity-and more urgent than delivering breakthrough innovation. How do you harness some of the most passionate, intelligent people in your organization without stifling them? How do you simultaneously unleash their energy and channel it into something tangible? Lina Echeverria offers seven proven principles through which new ideas come to fruition, from unleashing passion and drive, and embracing productive conflict, to emphasizing excellence and structure while living values that liberate creativity. As team catalyst, the leader delivers results while nurturing intuition and growing talent. These principles apply well beyond traditional creative domains, propelling innovation across entire organizations. Drawing on the author's considerable experience assembling and nurturing cutting-edge teams at Corning Inc., "Idea Agent" shows readers how to juxtapose creative freedom with management rigor and lead dedicated professionals as they generate and execute one great innovation after another."

"The Paper Fish Process has been an extremely valuable tool that has enabled my team of highly committed individuals to dream big, debate intensely, and actually turn these ideas into actionable experiments in the field. For a brand leader in a highly competitive market, there is nothing like a tool that can energize a group of individuals and ultimately end up with a dynamic, executable plan. Paper Fish is that tool!"

"ABSTRAKPerilaku mengambil tanggung jawab merupakan perilaku peran ekstra yangberorientasi mempengaruhi fungsi organisasi dengan mengubah cara berjalannyaproses kerja. Nilai yang menjadi pedoman hidup individu dan menjadi tujuanyang ingin dicapainya diduga dapat menjelaskan fenomena perilaku mengambiltanggung jawab. Dengan menggunakan teori nilai dasar dari Schwartz (1992),studi ini menguji apakah nilai keterarahan diri, keselarasan, prestasi, dankekuasaan dapat memberikan efek utama pada perilaku mengambil tanggungjawab. Persepsi individu pada iklim kelompok yang mendukung inovasi jugadiduga akan berpengaruh memperkuat hubungan antara nilai individu denganperilaku mengambil tanggung jawab. Penelitian korelasional dilakukan pada 111responden di suatu BUMN pada karyawan level staf. Metode pengumpulan datadengan menggunakan dua sumber yaitu penilaian diri sendiri dan penilaian dariatasan. Hasil menunjukkan dari tipe nilai keterarahan diri, keselarasan, danprestasi, dan kekuasaan, hanya nilai kekuasaan yang memiliki efek utama.Dengan koefisien regresi sebesar .242 p<0.05, nilai kekuasaan menjelaskan 6.3%pada perubahan perilaku mengambil tanggung jawab. Namun hasil menunjukkanbahwa iklim yang mendukung inovasi tidak berkorelasi dengan perilakumengambil tanggung jawab. Iklim inovasi juga tidak memberikan efek moderasibagi hubungan nilai keterarahan diri, keselarasan, prestasi dan kekuasaan denganperilaku mengambil tanggung jawab

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ABSTRACTTaking charge is an extra-role behaviour which intend to effect organizationallyfunctional change by giving constructive effort in changing how work is executedwithin the jobs. This research attempts to examine individual values in order tounderstand taking charge behaviour at work. By using Schwartz?s basic individualtheory, this study proposed there are main effects from type of values selfdirection,conformity, achievement, and power to taking charge behaviour. Therole of perceived innovation support climate as moderator between each valuesand taking charge behaviour was also proposed in this study. The study wasconducted in state owned enterprises organization and all the respondents wereemployees in staff level. I used data from different sources (self-report andsupervisor-rating) and obtained 111 respondents. The findings show only powercould become a main predictor for taking charge otherwise the others values haveno significant main effect. With R2= .063 (βpower = .242, p<0.05), power can onlyexplain 6.3% variance of taking charge. Perceived innovation support climate alsoshows no significant correlation with taking charge. Moreover, perceiveinnovation support climate has no moderation effect to each values and takingcharge"

"Tujuan dari penelitian ini adalah menganalisis hubungan antara leadership emergence dan kreativitas karyawan pada perusahaan event organizer dan content creator dengan menggunakan analisis jaringan sosial serta memberikan rekomendasi alternatif bagi industri untuk meningkatkan leadership emergence antara karyawan dan meningkatkan kreativitas karyawan untuk merespon terhadap perubahan. Penelitian ini dilakukan pada enam perusahaan yang termasuk kategori event organizer dan content creator dengan total jumlah responden sebanyak 73 orang. Untuk mengukur leadership emergence, penelitian ini menggunakan analisis jaringan sosial dengan melihat nilai kepadatan jaringan dan nilai centrality masing-masing perusahaan untuk mengidentifikasi aktor-aktor yang berpengaruh dalam proses leadership emergence. Pengukuran hubungan antara leadership emergence dan kreativitas karyawan dalam penelitian ini menggunakan nilai pearson correlation test. Hasil penelitian menunjukkan bahwa terdapat hubungan antara leadership emergence dengan kreativitas karyawan pada perusahaan event organizer dan content creator serta jaringan kepemimpinan karyawan perusahaan event organizer dan content creator terdesentralisasi

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The purpose of this study is to analyze the relationship between leadership emergence and employee creativity in event organizer and content creator companies using social network analysis and provide alternative recommendations for the industry to increase leadership emergence among employees and increase employee creativity to respond to change. This research was conducted on six companies that are included in the category of event organizers and content creators with a total number of 73 respondents. To measure leadership emergence, this study uses social network analysis by looking at the network density and centrality values ​​of each company to identify the influential actors in the leadership emergence process. Measurement of the relationship between leadership emergence and employee creativity in this study used the Pearson correlation test. The results show that there is a relationship between leadership emergence and employee creativity at event organizer and content creator companies, also employee’s leadership networks at event organizer and content creator companies are decentralized."

"This book reflects modern economy, ecology, sustainability and perception from an artistic perspective. However, it is not so much about "art", but rather how the modern artist takes on a serving role in the social arena again. He makes his creative knowledge available to connect processes of large-scale social development, he extends the boundaries of our scientifically limited world view and creates inspired playgrounds where the sensory-visionary can freely interact with the technically-necessary. This is no new aesthetic theory but rather a practical application of the creative process in operation at the crossroads of social interaction. This volume offers creative ways to find solutions for a wide range of complex problems. It is a practical instrument for modern leadership and can be used to teach complexity in new ways. This work will help to create a global dialogue for sustainable change."

"Penelitan ini bertujuan untuk mengetahui pengaruh iklim untuk berinovasi terhadap perilaku inovatif terkait dengan Sosialisasi Objektif 2013 PT IA dengan tema ?Synergy for Operational Excellence?. Berdasarkan hasil wawancara dan focus group discussion untuk mengetahui permasalahan organisasi, diketahui bahwa terdapat kebutuhan untuk berinovasi pada organisasi. Hal ini dikarenakan perubahan kondisi eksternal yang menyulitkan organisasi. Karyawan di organisasi khususnya di kantor pusat perlu menunjukkan perilaku inovatif dalam mendukung organisasi untuk mencapai operational excellence dalam proses kerja mereka.Perilaku inovatif pada karyawan dipengaruhi antara lain oleh iklim organisasi yang dirasakan oleh karyawan. Iklim untuk berinovasi diukur dengan menggunakan alat ukur dari Panuwatwanich (2008) yang terdiri dari 36 item ( = 0,944) dan perilaku inovatif dengan menggunakan alat ukur dari Janssen (2000) yang terdiri dari 9 item ( = 0,895).Hasil penelitian pada 65 karyawan di kantor pusat menunjukkan bahwa iklim untuk berinovasi mempengaruhi perilaku inovatif secara signifikan (R2 = 0,218). Berdasarkan hasil penelitian, peneliti kemudian merancang intervensi yaitu pelatihan iklim untuk berinovasi untuk dapat meningkatkan iklim untuk berinovasi sehingga perilaku inovatif pada responden dapat meningkat. Responden intervensi berjumlah 8 orang yang berasal dari divisi dengan iklim untuk berinovasi yang rendah.

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This research aims to determine the influence of climate for innovation on innovative behavior related to PT IA?s Objective Socialization themed "Synergy for Operational Excellence". Based on interviews and focus group discussions known that there was a need on organization to innovate. It was related to the changing of external situation burdened the organization. The employees, specially in head office, need to improve innovative behavior in order to support organization in achieving operational excellence in their work processes.

Employee innovative behavior influenced by climate for innovation. Climate for innovation was measured using Climate for Innovation Scale by Panuwatwanich (2008) consists of 36 items (( = 0,944) whereas innovative behavior was measured using Innovative Behavior Scale by Janssen (2000) consists of 9 items ( = 0,895).

The result of 65 respondents from head office's employees showed that climate for innovation influenced innovative behavior significantly (R2 = 0,218). Based on the result, researcher designed the training as intervention to enhance climate for innovation so it predicts to enhance innovative behavior, too. The intervention conducted to 8 employees from division with low score on climate for innovation."