{"id":1471,"date":"2021-03-28T16:51:09","date_gmt":"2021-03-28T13:51:09","guid":{"rendered":"https:\/\/www.cigdemguven.com\/genel\/creativity-and-leadership-relationship\/"},"modified":"2022-04-06T16:44:27","modified_gmt":"2022-04-06T13:44:27","slug":"yaraticilik-ve-liderlik-iliskisi","status":"publish","type":"post","link":"https:\/\/www.cigdemguven.com\/tr\/yazilar\/yaraticilik-ve-liderlik-iliskisi\/","title":{"rendered":"Yarat\u0131c\u0131l\u0131k ve Liderlik \u0130li\u015fkisi"},"content":{"rendered":"

{“main-title”:{“component”:”hc_title”,”id”:”main-title”,”title”:””,”subtitle”:””,”title_content”:{“component”:”hc_title_empty”,”id”:”title-empty”}},”section_QvNqz”:{“component”:”hc_section”,”id”:”section_QvNqz”,”section_width”:””,”animation”:””,”animation_time”:””,”timeline_animation”:””,”timeline_delay”:””,”timeline_order”:””,”vertical_row”:””,”css_classes”:”section-color no-padding-bottom no-padding-top “,”custom_css_classes”:”containerblog”,”custom_css_styles”:””,”section_content”:[{“component”:”hc_column”,”id”:”P1FCZ”,”column_width”:”col-md-12″,”animation”:””,”animation_time”:””,”timeline_animation”:””,”timeline_delay”:””,”timeline_order”:””,”css_classes”:”boxed-area align-items-center “,”custom_css_classes”:””,”custom_css_styles”:””,”main_content”:[{“component”:”hc_title_tag”,”id”:”5ZtkF”,”css_classes”:””,”custom_css_classes”:””,”custom_css_styles”:””,”text”:”Yarat\u0131c\u0131l\u0131k ve Liderlik \u0130li\u015fkisi”,”tag”:”h1″},{“component”:”hc_image_box”,”id”:”P92Nk”,”css_classes”:””,”custom_css_classes”:””,”custom_css_styles”:””,”image”:”https:\/\/www.cigdemguven.com\/medias\/2021\/03\/cigdem-guven-creativity_leadership-1024×714.jpg|753|1080|533″,”link_type”:”lightbox”,”lightbox_animation”:””,”caption”:”Yarat\u0131c\u0131l\u0131k ve Liderlik \u0130li\u015fkisi”,”inner_caption”:false,”new_window”:false,”link”:”https:\/\/www.cigdemguven.com\/medias\/2021\/03\/cigdem-guven-creativity_leadership-1024×714.jpg”,”link_content”:[],”lightbox_size”:””,”scrollbox”:false,”icon”:””,”image_animation”:””,”icon_animation”:””,”thumb_size”:”full”,”icon_hidden”:true,”caption_img_box”:””,”alt”:””}]}],”section_settings”:””},”section_aSGAU”:{“component”:”hc_section”,”id”:”section_aSGAU”,”section_width”:””,”animation”:””,”animation_time”:””,”timeline_animation”:””,”timeline_delay”:””,”timeline_order”:””,”vertical_row”:””,”css_classes”:”no-padding-bottom no-padding-top “,”custom_css_classes”:”blogtext”,”custom_css_styles”:””,”section_content”:[{“component”:”hc_column”,”id”:”column_0qrhK”,”column_width”:”col-md-12″,”animation”:””,”animation_time”:””,”timeline_animation”:””,”timeline_delay”:””,”timeline_order”:””,”css_classes”:””,”custom_css_classes”:””,”custom_css_styles”:””,”main_content”:[{“component”:”hc_wp_editor”,”id”:”gE6EW”,”css_classes”:””,”custom_css_classes”:””,”custom_css_styles”:””,”editor_content”:”D\u00fcnya her ge\u00e7en g\u00fcn daha rekabet\u00e7i hale geliyor. Bu sebeple sunulan hizmetler tekd\u00fczle\u015fmeye ba\u015fl\u0131yor ve bu tekd\u00fczelik m\u00fc\u015fteriler taraf\u0131ndan \u00fcr\u00fcn veya hizmetin ayn\u0131 g\u00f6r\u00fclmesine yol a\u00e7\u0131yor. Bunun sonucunda ise m\u00fc\u015fteriler bir s\u00fcre sonra en ucuzu se\u00e7me e\u011filimine y\u00f6neliyor. Dolay\u0131s\u0131yla b\u00f6yle bir piyasa geli\u015fmek bir yana her ge\u00e7en g\u00fcn daha da k\u00fc\u00e7\u00fcl\u00fcr. \u0130\u015fte burada yap\u0131lmas\u0131 gereken \u015fey, yarat\u0131c\u0131 fikirler \u00fcreterek piyasaya yenilik sunmak ve rekabeti yeniden artt\u0131rmakt\u0131r. Yarat\u0131c\u0131l\u0131\u011f\u0131 destekleyecek en \u00f6nemli unsur ise liderdir.\\n\\nYarat\u0131c\u0131l\u0131k, en basit ifadeyle hayal g\u00fcc\u00fc veya \u00f6zg\u00fcn fikirler ile bir \u015fey \u00fcretmek veya bir sonuca varmak olarak tan\u0131mlanabilir. Yarat\u0131c\u0131l\u0131k \u015firketleri veya bireyleri rekabette \u00f6n plana \u00e7\u0131kar\u0131r. \u00c7\u00fcnk\u00fc denenmemi\u015fi yapmak ya da uygulanmam\u0131\u015f\u0131 uygulamak en ba\u015fta m\u00fc\u015fterilerin \u00e7\u0131kar\u0131na olur. M\u00fc\u015fteriler do\u011fal olarak, kendilerine de\u011fer verildi\u011fini d\u00fc\u015f\u00fcnd\u00fckleri iyi \u00fcr\u00fcnlere ve hizmetlere y\u00f6nelir. Dijital yeniliklerin ve inovasyonlar\u0131n havada u\u00e7u\u015ftu\u011fu bu d\u00f6nemde yarat\u0131c\u0131l\u0131k daha da \u00f6nem kazanmaktad\u0131r. \u00c7\u00fcnk\u00fc bilgiye her yerden her zaman ula\u015fabilme, yarat\u0131c\u0131 insanlar\u0131n \u00e7ok kolay \u00f6n plana \u00e7\u0131kabilmesini sa\u011flamakta ve rekabeti artt\u0131rmaktad\u0131r. \u00d6rne\u011fin, komisyonsuz al-sat imk\u00e2n\u0131 sunan Robin Hood uygulamas\u0131, komisyon alarak borsa al\u0131m sat\u0131m hizmeti sunan finans sekt\u00f6r\u00fcne bunun komisyonsuz y\u00fcr\u00fct\u00fclebilece\u011fini de g\u00f6stermi\u015f ve bu sekt\u00f6re ilham olmu\u015ftur.\\n\\n\u00d6te yandan yarat\u0131c\u0131l\u0131\u011f\u0131n etkili i\u015f y\u00fcr\u00fctme s\u00fcrecindeki rol\u00fc yads\u0131namaz. Yarat\u0131c\u0131 \u00e7al\u0131\u015fanlara sahip olmayan veya yarat\u0131c\u0131 fikirleri hayata ge\u00e7irmeyen bir i\u015fletme, do\u011fal olarak i\u015flerini tam potansiyeline eri\u015fecek derecede b\u00fcy\u00fctemez. Ayr\u0131ca firmalardaki y\u00f6neticilerin, yarat\u0131c\u0131l\u0131k \u00f6zelli\u011fine sahip olmas\u0131, bir i\u015fletmeyi ileri g\u00f6t\u00fcren en \u00f6nemli unsurlardan biridir. \u00d6yle ki CEO Magazine taraf\u0131ndan yay\u0131nlanan makalede, belirsizli\u011fin h\u00e2kim oldu\u011fu g\u00fcn\u00fcm\u00fcz i\u015f d\u00fcnyas\u0131nda yarat\u0131c\u0131 vizyona sahip olman\u0131n ve olaylara de\u011fi\u015fik a\u00e7\u0131lardan bakman\u0131n i\u015fletmelere ba\u015far\u0131 getiren \u015fey oldu\u011fundan bahsedilir. Dolay\u0131s\u0131yla, asl\u0131nda yarat\u0131c\u0131l\u0131k iyi bir lider olman\u0131n ve i\u015fi b\u00fcy\u00fctmenin de bir \u00f6n ko\u015fulu olarak kar\u015f\u0131m\u0131za \u00e7\u0131kar. \u00d6te yandan McKinsey taraf\u0131ndan yap\u0131lan bir ara\u015ft\u0131rma yarat\u0131c\u0131 liderlere sahip i\u015fletmelerin, yarat\u0131c\u0131l\u0131k seviyesi d\u00fc\u015f\u00fck olan liderlerin \u00e7al\u0131\u015ft\u0131\u011f\u0131 firmalara k\u0131yasla daha ba\u015far\u0131l\u0131 i\u015flere imza att\u0131\u011f\u0131n\u0131 g\u00f6stermi\u015ftir. \u00d6rnek vermek gerekirse, yarat\u0131c\u0131 liderlere sahip i\u015fletmelerin organik gelir art\u0131\u015f\u0131, hissedarlar\u0131n elde ettikleri kazan\u00e7lar ve net i\u015fletme de\u011feri, yarat\u0131c\u0131l\u0131k seviyesi d\u00fc\u015f\u00fck firmalara k\u0131yasla \u00e7ok daha iyi derecededir. K\u00e2rl\u0131l\u0131k ve kazan\u00e7 ba\u011flam\u0131nda da yarat\u0131c\u0131l\u0131k olduk\u00e7a \u00f6nemlidir.\\n\\nYarat\u0131c\u0131l\u0131\u011f\u0131n ekonomik \u00f6neminin yan\u0131nda sosyal \u00f6nemi de mevcuttur. Yarat\u0131c\u0131l\u0131\u011f\u0131n h\u00e2kim oldu\u011fu bir i\u015fletmede, ekonomik kayg\u0131lar daha az oldu\u011fu i\u00e7in firmalar \u00e7al\u0131\u015fanlar\u0131na daha fazla yat\u0131r\u0131m yapabilmektedir. Bu yat\u0131r\u0131m hem \u00e7al\u0131\u015fan\u0131n yarat\u0131c\u0131 fikirleri ile \u015firkete kat\u0131lmas\u0131n\u0131 sa\u011flarken hem de fikrine de\u011fer verildi\u011fi i\u00e7in g\u00fcndemi, teknolojik geli\u015fmeleri ve \u015firket ihtiya\u00e7lar\u0131n\u0131 \u00e7al\u0131\u015fanlar\u0131n daha yak\u0131ndan takip etmesini sa\u011flar. \u015eirket ihtiya\u00e7lar\u0131na teknolojik geli\u015fmeler ile \u00e7\u00f6z\u00fcm bulabilen \u00e7al\u0131\u015fanlar, bu bulu\u015flar\u0131n\u0131 \u015firketle payla\u015farak hem y\u00f6netimde daha etkin rol sahibi olurlar hem de fikirleri hayata ge\u00e7irildi\u011finde motivasyonlar\u0131 artar ve \u00f6d\u00fcllendirirler . Bu sayede ise i\u015f performans\u0131 artar ve artan i\u015f performans\u0131n\u0131n etkisi \u015firket b\u00fcnyesinde hissedilir. Motive olan ve \u00f6d\u00fcllendirilen \u00e7al\u0131\u015fanlar i\u015flerine daha s\u0131k\u0131 ba\u011flan\u0131r ve bunun sonucunda \u00e7al\u0131\u015fan ba\u011fl\u0131l\u0131\u011f\u0131 artar. Netice itibariyle sosyal, ekonomik ve itibari a\u00e7\u0131dan yarat\u0131c\u0131l\u0131k \u00e7ok \u00f6nemlidir.\\n\\nYarat\u0131c\u0131l\u0131k seviyesini y\u00fckseltmenin en \u00f6nemli \u00f6n ko\u015fulu, piyasa ko\u015fullar\u0131n\u0131 iyi tayin edebilmektir. Bu, sadece hizmet verilen piyasa ko\u015fullar\u0131yla s\u0131n\u0131rl\u0131 olmay\u0131p, di\u011fer sekt\u00f6rleri tayin etmeyi de gerektirir. \u00c7\u00fcnk\u00fc di\u011fer sekt\u00f6rlerde ya\u015fanan geli\u015fmeler d\u00fcnyadaki ekonomik dengeleri de\u011fi\u015ftirebilmekte ve tamamen farkl\u0131 \u00e7\u00f6z\u00fcmler gerektirebilmektedir. Bu analiz s\u0131ras\u0131nda sadece g\u00fcn\u00fcm\u00fczle yetinmeyip ge\u00e7mi\u015fi yorumlamak, hatalardan ders \u00e7\u0131karmak ve ba\u015far\u0131l\u0131 y\u00f6ntemleri uygulamak yarat\u0131c\u0131l\u0131\u011f\u0131 kam\u00e7\u0131layacakt\u0131r.\\n\\nYarat\u0131c\u0131l\u0131\u011f\u0131n geli\u015fmesini sa\u011flayan bir di\u011fer \u00f6nemli fakt\u00f6r ise s\u00fcrekli \u00f6\u011frenme ve soru sormad\u0131r. \u0130nsan do\u011fas\u0131 gere\u011fi sorarak ve merak ederek \u00f6\u011frenir. Bu d\u00fcrt\u00fcleri bast\u0131rmak yerine, daha da a\u00e7\u0131\u011fa \u00e7\u0131karmaya \u00e7al\u0131\u015fan bir y\u00f6netici hem kendi \u00f6\u011frenme kabiliyetini artt\u0131r\u0131r hem de zihinsel birikimini \u00e7o\u011falt\u0131r. \u00d6rnek vermek gerekirse bir banka y\u00f6neticisinin, di\u011fer finansal sekt\u00f6rlerdeki kavramlar\u0131, geli\u015fmeleri, y\u00f6ntemleri merak edip sormas\u0131 ve ara\u015ft\u0131rmas\u0131 o y\u00f6neticinin yarat\u0131c\u0131l\u0131k kabiliyetini artt\u0131ran bir unsur olarak kar\u015f\u0131m\u0131za \u00e7\u0131kacakt\u0131r. \u00d6rne\u011fin, geleneksel finans y\u00f6ntemlerine kapan\u0131p kalmak yerine, t\u00fcm yeni finansal geli\u015fmeleri ara\u015ft\u0131ran ve \u00f6\u011frenen y\u00f6neticilerin, teknolojileri \u015firket ihtiya\u00e7lar\u0131na g\u00f6re kullanma kabiliyetleri artar.\\n\\nYarat\u0131c\u0131l\u0131\u011f\u0131 artt\u0131rman\u0131n bir di\u011fer y\u00f6ntemi ise farkl\u0131 sekt\u00f6rlerden insanlarla bir araya gelip fikir al\u0131\u015fveri\u015finde bulunmakt\u0131r. Bu sayede \u00e7e\u015fitli sekt\u00f6rlerdeki dinamikler birbirlerinin yerine uygulanabilir. Ayr\u0131ca yarat\u0131c\u0131 insanlarla ili\u015fkiler kurmak ve mentorluk almak da yarat\u0131c\u0131l\u0131\u011f\u0131 tetikleyen bir unsur olarak kar\u015f\u0131m\u0131za \u00e7\u0131kar.\\n\\nJournal of Social and Clinical Psychology dergisinde 2005 y\u0131l\u0131nda yay\u0131nlanan bir ara\u015ft\u0131rmaya g\u00f6re \u00f6z fark\u0131ndal\u0131k, yarat\u0131c\u0131l\u0131\u011f\u0131 tetikler ve fark\u0131ndal\u0131k olmadan yarat\u0131c\u0131l\u0131k da olmaz. Bu g\u00f6r\u00fc\u015f\u00fc destekleyen di\u011fer makaleler de mevcuttur. Fark\u0131ndal\u0131k \u00f6ncelikle insan\u0131n kendi yetkinliklerinin bilincinde olmas\u0131n\u0131 sa\u011flar. Fark\u0131ndal\u0131k d\u00fczeyi y\u00fcksek insanlar daha iyimserdir ve ba\u015farabileceklerine inan\u0131rlar. \u00d6te yandan bu t\u00fcr insanlar ba\u011f\u0131ms\u0131z d\u00fc\u015f\u00fcn\u00fcp \u00e7al\u0131\u015fabilirler ve ba\u015fkalar\u0131n\u0131n g\u00f6r\u00fc\u015fleri motivasyonlar\u0131n\u0131 d\u00fc\u015f\u00fcrmez.\\n\\nYarat\u0131c\u0131l\u0131\u011f\u0131n t\u00fcm d\u00fcnyay\u0131 geri d\u00f6n\u00fclmez boyutta de\u011fi\u015ftirdi\u011fi a\u00e7\u0131kt\u0131r. Bu geri d\u00f6n\u00fclmezlik yaln\u0131zca olumsuz anlamda de\u011fildir. \u00c7\u00fcnk\u00fc asl\u0131nda yarat\u0131c\u0131l\u0131\u011f\u0131n hem sekt\u00f6rlere, hem \u00e7al\u0131\u015fanlara hem de y\u00f6neticilere katt\u0131\u011f\u0131 b\u00fcy\u00fck faydalar bulunur.\\n\\nG\u00fcn\u00fcm\u00fczde bize \u00e7ok normal gelen \u015feyler asl\u0131nda ge\u00e7mi\u015fte yarat\u0131c\u0131 liderler taraf\u0131ndan yap\u0131lm\u0131\u015ft\u0131r. Cep telefonu \u00f6rne\u011finden hareketle, ge\u00e7mi\u015f zamanlarda telefon \u00fczerinde tu\u015f olmamas\u0131 hayal dahi edilemezdi. Fakat yarat\u0131c\u0131 bir lider olan Steve Jobs, cep telefonlar\u0131nda tek bir tu\u015fla asl\u0131nda t\u00fcm i\u015flemlerin yap\u0131labilece\u011fini g\u00f6sterdi. Ba\u015flarda bir hayli ele\u015ftiri alsa da zaman i\u00e7inde bu uygulama bir\u00e7ok telefon \u00fcreticisi taraf\u0131ndan kabul g\u00f6rd\u00fc. G\u00fcn\u00fcm\u00fcze geldi\u011fimizde ise bu durum \u00e7ok normal g\u00f6z\u00fck\u00fcyor ve telefon \u00fcreticilerinin neredeyse tamam\u0131 dokunmatik ve tu\u015fsuz veya tu\u015f say\u0131s\u0131 \u00e7ok az telefon \u00fcretiyor. Bir di\u011fer \u00f6rnek ise elektrikli ara\u00e7lar konusunda verilebilir. \u00c7ok da uzak olmayan bir ge\u00e7mi\u015fte fosil yak\u0131t kullanan ara\u00e7lar \u00fcreten firmalar, elektrikli ara\u00e7lar\u0131n eksik y\u00f6nlerini s\u00f6yleyip bunun asla tutmayacak bir proje oldu\u011fundan bahsediyordu. Hatta Elon Musk\u2019\u0131n sahibi oldu\u011fu Tesla\u2019n\u0131n gelece\u011fini pek parlak g\u00f6rm\u00fcyor ve Tesla hisselerini a\u00e7\u0131\u011fa sat\u0131yorlard\u0131. Fakat tarih bize g\u00f6sterdi ki yarat\u0131c\u0131 bir lider olan Elon Musk, elektrikli ara\u00e7 pazar\u0131n\u0131 artt\u0131rmakla kalmad\u0131, ayn\u0131 zamanda sekt\u00f6r dinamiklerini de k\u00f6k\u00fcnden de\u011fi\u015ftirdi.\\n\\nYarat\u0131c\u0131 liderlerin de\u011fi\u015fim yarataca\u011f\u0131 \u015f\u00fcphesizdir. 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\u00dcye olarak i\u00e7eriklerimize ula\u015f\u0131n.<\/h2>

<\/p>

\u00dcyeli\u011fim var! Giri\u015f Yap<\/a><\/span><\/div><\/div>
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\u00dcye Ol<\/h3>\n\t\t\t\t\t\tL\u00fctfen t\u00fcm yaz\u0131lar\u0131m\u0131za eri\u015febilmek i\u00e7in \u00fcye olun. 40'tan fazla yaz\u0131ya eri\u015febilirsiniz.<\/strong><\/span>\n\t\t\t\t\t\t
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\n\t\t\t\t\t\t\t\tHemen \u00dcye Ol<\/a>\n\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div><\/div><\/div>","protected":false},"excerpt":{"rendered":"

D\u00fcnya her ge\u00e7en g\u00fcn daha rekabet\u00e7i hale geliyor. Bu sebeple sunulan hizmetler tekd\u00fczle\u015fmeye ba\u015fl\u0131yor ve bu tekd\u00fczelik m\u00fc\u015fteriler taraf\u0131ndan \u00fcr\u00fcn veya hizmetin ayn\u0131 g\u00f6r\u00fclmesine yol a\u00e7\u0131yor. Bunun sonucunda ise m\u00fc\u015fteriler bir s\u00fcre sonra en ucuzu se\u00e7me e\u011filimine y\u00f6neliyor.<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[19],"tags":[],"class_list":["post-1471","post","type-post","status-publish","format-standard","hentry","category-yazilar"],"yoast_head":"\nYarat\u0131c\u0131l\u0131k ve Liderlik \u0130li\u015fkisi | \u00c7i\u011fdem G\u00fcven Management Consulting & Coaching & Mentoring Services<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.cigdemguven.com\/tr\/yazilar\/yaraticilik-ve-liderlik-iliskisi\/\" \/>\n<meta property=\"og:locale\" content=\"tr_TR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Yarat\u0131c\u0131l\u0131k ve Liderlik \u0130li\u015fkisi | \u00c7i\u011fdem G\u00fcven Management Consulting & Coaching & Mentoring Services\" \/>\n<meta property=\"og:description\" content=\"D\u00fcnya her ge\u00e7en g\u00fcn daha rekabet\u00e7i hale geliyor. 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