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w}g®: eafiveLeatleg: ’s



are more effectiveieaders

Sourte:  uppingyourelvismm
VouGov conducted an anline survey amongst ...
In a YouGov survey commissioned by UPP| NEgUIflVIs,  we showed this statement. 
‘My companies leaders always encourage me t...
Work for CREATIVE LEADERS Work for SAFE PLAYERS

72% 27%
Ill““’

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Work for CREATIVE LEADERS Work for SAFE PLAYERS

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. ..agree their workplace is great
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Work for CREATIVE LEADERS Work for SAFE PLAYERS

69% 25%
/ 

. ..claim to talk about problems instantly
to get them sorted.
Work for CREATIVE LEADERS Work for SAFE PLAYERS

7% 51%

. ..see little future at their company.
Work for CREATIVE LEADERS Work for SAFE PLAYERS

15% 46%

. ..thoughtthatthey would not
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Work for CREATIVE LEADERS Work for SAFE PLAYERS

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OVERALL

 

Those who work for CREATIVE LEADERS Those who work for SAFE PLAYERS
are more loyal,  happier,  more engaged an...
Those who work for CREATIVE LEADERS Those who work for SAFE PLAYERS

are more loyal,  happier,  more engaged and are less ...
UPPIN ‘l‘%”t“v. s

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Why Creative Leaders are more effective leaders - Upping Your Elvis

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At Upping Your Elvis we know that Creative Leaders are more effective leaders. They are able to create environments which are not only more stimulating for their teams but also happier places to be. They have a workforce who are engaged, look forward to going to work every day and to be the very best they can be.
However, we thought it would be interesting to conduct some robust research to establish if what we observed could be demonstrated. This research shows the key differences in attitude of those who work for Creative Leaders and those who don’t; we called these bosses ‘Safe Players’. Research was conducted by YouGov amongst 2082 UK adults, 1282 of which were working full or part time and the figures have been weighted and are representative of all GB adults.

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Why Creative Leaders are more effective leaders - Upping Your Elvis

  1. 1. w}g®: eafiveLeatleg: ’s are more effectiveieaders Sourte: uppingyourelvismm VouGov conducted an anline survey amongst 2082 UK adults, 1282 of which were working full or parttime. Fieldwork was undertaken between 10th — 11th SeptemberZ014 and the figures have been weighted and are representative of all GB adulu (aged 18+).
  2. 2. In a YouGov survey commissioned by UPP| NEgUIflVIs, we showed this statement. ‘My companies leaders always encourage me to try new & different things. ‘ 5 Those who agreed (31%) work for CREATIVE LEADERS and those who disagreed (37%) work forSAFE PLAYERS.
  3. 3. Work for CREATIVE LEADERS Work for SAFE PLAYERS 72% 27% Ill““’ . ..| ove theirjob
  4. 4. Work for CREATIVE LEADERS Work for SAFE PLAYERS 70% 10% i . ..agree their workplace is great for having ideas in.
  5. 5. Work for CREATIVE LEADERS Work for SAFE PLAYERS 69% 25% / . ..claim to talk about problems instantly to get them sorted.
  6. 6. Work for CREATIVE LEADERS Work for SAFE PLAYERS 7% 51% . ..see little future at their company.
  7. 7. Work for CREATIVE LEADERS Work for SAFE PLAYERS 15% 46% . ..thoughtthatthey would not be greatly missed.
  8. 8. Work for CREATIVE LEADERS Work for SAFE PLAYERS 24( more likely to claim to feel they can influence more likely to claim that they don't know what the future direction of their company their company stands for and what's required ,2
  9. 9. OVERALL Those who work for CREATIVE LEADERS Those who work for SAFE PLAYERS are more loyal, happier, more engaged and are less committed, disengaged, and more likely more creative. to leave problems festering. 2
  10. 10. Those who work for CREATIVE LEADERS Those who work for SAFE PLAYERS are more loyal, happier, more engaged and are less committed, disengaged, and more likely more creative. to leave problems festering. . : T I ii , , love theirjob. - .5’ ‘ agree their workplace is great ' I I “g . ’ ~ for having ideas in. . . ‘ claim to talk about problems instantly _ , " V7‘ to getthem sorted. or 7% see little future at their company. 2 _ % '41 ~ 1 thoughtthatthey would not l ‘ be greatly missed. 0 - _, , '—- ‘ A 1 7 l 24 more likely to claim to feel they can influence , l more likely to claim that they don't know what the future direction oftheir company their company stands for and what's required
  11. 11. UPPIN ‘l‘%”t“v. s C R E A T I V E L E A D E R S H I P

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