Leadership and Culture Change: Creativity, Motivation, and Recruiting

This report delves into the intricacies of organizational culture change, examining the critical roles of creativity, motivation, and recruiting. Drawing from case studies, the analysis explores how organizations navigate cultural transformations, implement specialized programs, and integrate change within broader strategies. The report investigates innovation's impact on competitive advantage, employee retention, and the adoption of new ideas, while also considering the influence of communication and cultural awareness. Furthermore, it examines the significance of motivation, exploring motivational theories like Maslow's hierarchy and the influence of factors such as achievement, affiliation, and power. The report highlights the need for organizations to adapt their motivational approaches, and to foster a work environment that encourages employee engagement. The study uses CIPD (2011) report and provides recommendations for future company practices, emphasizing the interconnectedness of the examined themes.

Introduction
We examine each organization's culture change journey within its own context,
highlighting the problems and possibilities they face and, most importantly, how
they are handling them. Some of the case study organisations are implementing a
specialised culture change programme, while others are transforming their culture
as part of a larger organization-wide transformation strategy.
The following work delves into three contributing aspects on an organization's
culture, with a focus on creativity, motivation, and recruiting. The themes picked
are evaluated throughout against a variety of mitigating variables, one of which
being the necessity of organisations comprehending them. A wide review of the
ideas and concepts within each of the selected topics is studied, critically analysed,
and then compared to the CIPD (2011) report to provide each with a practical
knowledge. A final advice on future company practises is provided, as well as the
connection between each of the subjects investigated.
Discussion
Innovation is critical in the workplace because it gives organisations a competitive
advantage in entering new markets faster and provides a stronger link to expanding
markets, which may lead to larger prospects, particularly in developed nations.
Innovation may also aid in the development of creative thoughts while providing
the inventor with a proactive, confident mindset that allows them to take chances
and get things done. The study and development that went into developing this
definition offers enough contextual background for its use in this work. Each of the
case studies in the research indicates that innovation has occurred, resulting in the
change witnessed inside each of the organisations, albeit with distinct motivations.
This demonstrates the significance of its presence in this work. Although cost-
cutting is a recurrent thread that runs through each case study as a catalyst for
innovation, others contend that it is not the most frequently mentioned cause for
innovation (Meng and Brown, 2018). The work environment that leaders develop
in order to foster unconventional thinking and its implementation is referred to as
the innovation culture. Workplaces that create an innovative culture often believe
that innovation is not the exclusive domain of senior management but may
originate from anybody in the firm. Organizations that compete in marketplaces
defined by fast change value innovation cultures; sustaining the status quo is
inadequate to compete successfully, making an innovation culture crucial for
success. Many management professionals believe that developing competitive

distinctiveness and competitive advantage in the marketplace requires the
establishment and maintenance of innovation cultures. Another advantage of
fostering an innovative culture is improved employee retention. If an organisation
is able to promote development ideas from a larger spectrum of personnel, the
business is more likely to succeed in its innovation ambitions (Zhou and Li, 2012).
However, it should be noted that this may cause a delay in really adopting
innovation, which may be pressed by a change in regulation, for example. As a
result, while consulting and soliciting ideas from a larger range of employees is
beneficial, organisations must keep track of the time it takes to ensure that delays
do not operate as a barrier to innovation.
The research reveals that in order to boost the pace of adoption, several parts of
innovation and its distribution must meet the demands of society and the five kinds
of adopters: innovators, early adopters, early majority, late majority, and laggards
(Sirk, 2020). Some feel that both communication and following externalities as a
result of innovation are important factors in the increased speed of adoption, which
Rodgers (1995) also mentions. However, the models' lack of cultural awareness
demonstrates certain limitations to the approach (O'Connell, 2018). Often,
organisations have operated in the same manner for years, employing the same
methods and mindsets to generate an end result, and change from innovation upsets
this. Goss (1979) investigates the extremes of this, claiming that in underdeveloped
nations, people are more opposed to change or new technology since they have
been doing things the same way for so long.
Furthermore, the case studies in the CIPD (2011) report all allude to the impact
that communication has on the effectiveness and speed with which innovations are
adopted; national police improvement agency, Visa Europe, Art Council England,
and Barnet Housing Department all suggest that the use of communication at all
levels made the adoption of changes within each organisation effective and rapid.
Communications that entailed discussing the quality of the new invention and its
advantages to each of the businesses appear to be the most beneficial to the
organisations mentioned. Certainly intriguing, considering Rodgers' (1995)
catalytic variables, which parallel the elements that appear to have the greatest
beneficial influence in the case study organisations (the communication and
externalities factors).
Though, the National Police Improvement Agency and Visa Europe also
identify'silo' working as a driving force for innovation and it appears that both
organisations had greater resistance in getting complete adoption of the shift than

BNP Paribus. Given that attitude is frequently formed as a result of past culture
inside the organisation, eliminating culture from Rogers' (1995) work is
undoubtedly a weakness, and these case studies demonstrate that this must be taken
into account when utilising the model. Each of the case studies mentions the need
to lower costs as a motivator for innovation, which requires additional
investigation given the absence of theory with comparable statements. The case
studies from Southampton Children's Trust, The NPIA, and Visa Europe, on the
other hand, all highlight the negative consequences that poor or non-existent
communication may have on an organisation while adopting new innovation.
Understanding and support for change were generally lacking in each of these case
studies; perhaps a lack of staff involvement at all levels of the organisation
contributed to this, given that the innovations that occurred in these firms were
either created externally or by senior management (Zhou and Li, 2012)? As a
result, it must be recognised that communication has some of the greatest impacts
on the quality of innovation as well as its acceptance across the organisation. Using
worker engagement from all levels of the organisation as a channel of
communication has been shown to be a beneficial activity, especially considering
the larger advantages to quality. An interpretation that is further backed by the
employment of teams of employees from all levels of the organisation to manage
innovation, a concept that any organisation trying to innovate should adopt.
The process of motivation is critical in every company, corporate or non-profit.
The management process of direction is largely driven by the process of
motivation, which instils in an employee a desire to work in the direction specified
by the manager. Motivation is defined as the impulse or inducement to act or
move. It is the process of persuading an organization's personnel to perform in a
specified desirable manner in order to achieve corporate goals. Three fundamental
sub-concepts are at the heart of this concept. Motive, Motivation, and Motivator
are the three words. The inner state of mind that originates and governs action
toward business goals is referred to as motivation. They are intimately related to
the requirements of persons. Motivation is the process of motivating activity by
understanding employees' requirements and exploiting their motivations. Some feel
that both communication and following externalities as a result of innovation are
important factors in the increased speed of adoption, which Rodgers (1995) also
mentions. However, the models' lack of cultural awareness demonstrates certain
limitations to the approach (O'Connell,2018). For years, organisations have often
functioned in the same manner, utilising the same methods and mindsets to

generate an end result, and change from innovation upsets this. Goss (1979)
investigates the extremes of this, claiming that in underdeveloped nations, people
are more opposed to change or new technology since they have been doing things
the same way for so long. However, if the approach is used to gradual rather than
radical innovation (Ettlie, Bridges, and O'Keefe, 1984), the identified problems
about cultural comprehension are taken into account. Incremental change provides
the organization's population with a better awareness of the change drivers and
provides more opportunities for the catalytic style. The motivator is a tactic used to
motivate people, such as pay incentives and promotions. Employee motivation is
frequently the basis of an organization's performance (Osabiya, 2015); numerous
elements contribute to an employee's total motivation; consequently, an
organization's understanding of serval contributing aspects is critical to assure its
continuing growth and success. Some think that these components are
straightforward, and that if an organisation offers an employee enough time to
work properly and recognises the job that they create, motivation levels will rise
(Manzoor, 2011). The most basic level of study, however, would infer that an
employee's motivation is determined by the person's attributes. While recognising
and rewarding workers for their efforts may have a broad impact on certain people,
organisations must delve deeper into the reasons that inspire individuals to
guarantee that the organization's activities are keeping its personnel engaged.
McCelellands' human motivation theory goes some way toward supporting this
notion, claiming that motivation may be divided into three categories:
accomplishment, affiliation, and power. The practical understanding of different
categories of individuals, or employees, inside organisations undoubtedly offers it
a greater footing than Manzoor's (2011). Despite this, both have a common idea of
recognising accomplishments; an impressive progress given the period gone
between each release. The need for achievement amongst employees should be a
good thing for organisations because it drives employees to strive to be the best,
but it can also breed "silo" working and a culture of employees "not being able to
lose," which must be closely monitored by organisations and an appropriate
balance between achievement and teamwork must be struck. Regardless of the
lengths to which each of the studies delves into motivation, the necessity of
analysing and adapting motivational approaches to organisations is clear, even if
the CIPD (2011) report does not always clearly allude to this for all of the case
studies. Maslow's theory of the hierarchy of needs (Maslow and Frager, 1987)
outlines a pyramid of categories that one must fulfil before they are motivated,
beginning at the bottom with physiological demands and progressing to the top

with selfactualization. While some would claim that this theory is the most well-
known among motivational work (Souders, 2020), it may be argued that the theory
is not totally applicable to motivation inside an organization's culture. If the worker
is employed within the organisation, the first two levels of the pyramid,
physiological requirements and safety/security, should already be met. While the
following three levels appear to nearly precisely replicate McCelelland's (1987)
work: belongingness being related to affiliation, self-esteem being related to
accomplishment, and self-actualization being related to power. While the impact of
each of the modifications examined in the CIPD (2011) study shows some
adjustment to worker motivation, typically depending on the sort of change
occurring, Visa Europe's work is of special importance. The initial intervention
made it obvious that further work was needed to build a clear, shared, and publicly
understood vision and purpose for Visa Europe. Over a 12-month period, a series
of organizational-wide talks and activities were held to develop a common vision
and purpose. The broad participation in these discussions was judged to have
played a vital role in adopting the core values of empowerment and trust that were
deemed necessary to underlie the requisite peak performance culture. The
organisation implemented 'peak performance' seminars in order to not only foster a
family-like atmosphere inside the organisation, but also to assist workers in
exploring and appreciating their own objectives and achievements, with the long-
term goal of aligning them with the business values. The choice to accept a mobile
core staff has ramifications for both the estates required by the organisation and the
sort of resources these new workers would require. Savings would be realised as
part of this approach by releasing a number of buildings owned or leased by the
organisation around the country. There was a need to transition from a small,
highly networked culture to a bigger, more structured organisation while retaining
the benefits of creative, entrepreneurial, and flexible behaviours. The payment
services sector was becoming more competitive. Key competitors had won
significant contracts, and there was a clear shift in the competitive landscape.
Given the increased competition, it was agreed that Visa Europe should provide a
higher quality of service and a more personalised experience to its European
members. This effort focuses on two of the three influencing elements determined
from the work of motivational theorists addressing the accomplishment and
affiliation aspects for the workforce. However, it might be claimed that employees
gained new 'power' as a result of the workshops, since knowing their own
aspirations may illustrate to them the position and stake they truly had inside the
organisation. In contrast, the National Police Improvement Agency has embraced a

method that uses financial incentives and rewards as a motivation for its staff; a
concept that appears to contradict the theorists' focus. Its success is not completely
documented in the case study, but adopting this notion as an incentive to push new
projects looks to have strong plausibility, especially given the organization's steady
feel, in contrast to what is observed elsewhere. Nonetheless, if each organisation
implements the 'peak performance' workshops, it is certain to have a beneficial
influence on the firm's employees' motivation, hence enhancing the organization's
performance and success in the long run. Furthermore, it would be prudent to
evaluate the performance of the financial incentives implemented by the National
Police Improvement Agency with the potential goal of recommending enterprises
to utilise a similar approach.
Furthermore, despite ensuring that present employees are engaged and well-skilled,
organisations frequently need to hire new personnel to either cover a talent
shortage or replace people who have moved elsewhere. Perry and Hondeghem
(2009) examine the advantages of good recruiting and selection procedures for
organisations. According to the couple, if an organisation is able to continuously
fill jobs with talented people who are capable of taking on greater responsibilities,
the organisation is better prepared to deal with new innovations or changes in
external business circumstances. This only emphasises the significance of
recruiting to organisations; simply put, without a productive staff, the organisation
would be unable to carry out its normal commercial activities. However, it may be
argued that if the organisation can retain its present employees engaged, the need
to recruit would be fairly minimal because staff turnover will be so low. Having
said that, there must undoubtedly be a positive association between making the
organisation more appealing to potential workers and increasing staff retention,
however this has to be investigated further to acquire a thorough understanding.
According to Alton (2016), prospects notably pay attention to and are drawn to an
organisation that demonstrates solid connections among workers as well as the
potential to accomplish inside the business. These characteristics are similar to
those found in motivational theories; consequently, if an organisation has a
motivated staff, it will be more appealing to fresh talent entering the firm. When a
company has a motivated staff, a domino effect may occur, and the success of this
specific theme is critical to the success of the company. Nonetheless, organisations
are frequently required to hire to cover skills shortages that internal training is
unable to provide. While some organisations lack an engaged staff, which may be
appealing to potential applicants. The CIPD (2011) study emphasises the need of

avoiding recruiting due to the negative consequences it might have on the existing
workforce. However, both Arts Council England and The NPIA are required to
recruit for very particular tasks inside the organisation for which present
employees are unable to be upskilled. The NPIA's restriction of the very top
management level revealed no constraints, as the organisation was able to hire a
new group of personnel with little negative feedback from the rest of the
organisation. This illustrates two things: potentially the workforce is more
forgiving of changes that occur at the top of an organisation, and possible
candidates at the senior level are drawn to organisations independent of total
worker motivation, as opposed to the analysis of certain recruiting theories.
However, the impacts of recruiting were visible with Arts Council England.
Employees felt intimidated by the new recruitment, resulting in a culture of
disengagement among the current personnel, which hampered overall economic
success. This implies that recruitment should be approached differently depending
on the level of seniority for which the position is advertised; organisations should
prioritise the skills already held by senior leaders when recruiting this group,
whereas the larger business or employee motivation has a much greater impact
when recruiting lower level employees.
Conclusion
Finally, it is evident that the subjects chosen for this work demonstrate a
relationship between one and the other; the inner workings of one are incomplete
without a successful approach to another. As a result, the CIPD (2011) report's
suggestions for future practise to organisations provide a wide and well-rounded
strategy that should enable success in each of the categories. Each organisation
should implement 'peak performance' seminars, which allow workers to not only
create stronger bonds with one another, but also to recognise their own aspirations
and successes inside the business. In principle, this should foster a highly driven
organisational culture that values communication as a primary driver of effective
innovation. As a result, the need for recruiting should be minimised inside
organisations, but when it is required, businesses should be able to attract the finest
applicants, provided the fulfilment of the variables that drive these. Overall, the
interconnected nature of these themes has allowed for a relatively straightforward
and cost-effective solution that should have a generally favourable impact on the
organization's future development.
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