Review of Literature Summaries Essay Example | Topics and Well Written Essays - 2000 words

Audit of Literature Summaries - Essay Example Davies, Howells, and Jenkins (2003) note this was deliberately arranged so it could agree with the dates of set for the normal visits which are typically settled for the timetable for seeing the newborn child screening. Along these lines, this arrangement guaranteed the disposal of burdens and interference of the members plans. From the finding of the exploration introduced in this article, there means that the decrease of the danger of wellbeing interruptions brought about by PPD from early recognition and intercession. Then again, those cases which are undetected and thus not getting intercession around one year baby blues show an uplifted danger of rates of PPD just as the related intricacies (Davies, Howells, and Jenkins, 2003). From the information gathered in the initial three months, there meant that 20% of the members experienced post pregnancy anxiety. Curiously, the information gathered during the remainder of the months through to a year showed that the level of PPD occurrences encountered a decay. This article bolsters the proposed change through various ways featured in the accompanying resulting explanations. To start with, the article shows the way that there is a chance of creating PPD whenever particularly during the primary pre-birth year (Davies, Howells, and Jenkins, 2003). Second, the article shows that utilizing a fitting approved screening apparatus, for example, the EPDS utilized in this examination, upgrades the location of PPD (Davies, Howells, and Jenkins, 2003). Accordingly, there can be early mediation to help the individuals who are influenced. Early distinguishing proof of maternal melancholy as a methodology in the avoidance of kid misuse is an article which explains on the unfavorable impacts of PPD to an individual’s social dismalness as mental prosperity (Scott, 1992). This article is applicable to this exploration

Water Assignment Example | Topics and Well Written Essays - 250 words - 1

Water - Assignment Example (Tune, 2010). The city of Tucson, however, attempts to deal with its water request and give water to its residents by methods for three significant water sources: Colorado River water planned to be conveyed to the city under CAP †Central Arizona Project, groundwater and, at long last, reusing of the water. (Focal Arizona Project, 2011; Song, 2010). The last innovation is a recently evolved one and is applied by methods for putting of the water back to the underground for its utilization later on. There is additionally a method one of a kind for Tucson: in the western piece of the city, there are large water bowls filling in as a water flexibly store. (Melody, 2010). The greatest pretends the water from Colorado River on the grounds that, right off the bat, it is a characteristic wellspring of water and is one of the most effectively accessible, and, also, in light of the fact that this is a sustainable source. The subsequent job has a place with the underground waters on the grounds that their level decline step by step, and they ought to be utilized mindfully. The third job, which may turn into the first inside the following years, plays the reusing innovation since it is another methodology and necessities more profound innovative work of aptitudes to amplify benefits of its

Manipulation is a Major Red Flag in a Marriage

Manipulation is a Major Red Flag in a Marriage Relationships Spouses & Partners Marital Problems Print How to Recognize and React to Manipulation in Your Marriage By Sheri Stritof Sheri Stritof has written about marriage and relationships for 20 years. Shes the co-author of The Everything Great Marriage Book. Learn about our editorial policy Sheri Stritof Medically reviewed by Medically reviewed by Carly Snyder, MD on February 01, 2020 facebook twitter linkedin Carly Snyder, MD is a reproductive and perinatal psychiatrist who combines traditional psychiatry with integrative medicine-based treatments.   Learn about our Medical Review Board Carly Snyder, MD Updated on February 05, 2020 izusek / Getty Images More in Relationships Spouses & Partners Marital Problems LGBTQ Violence and Abuse People who manipulate influence and control others through the use of mental distortion and emotional exploitation. The intent is to have power and control over you to get what they want. Manipulators know what your weaknesses are and use them against you.?? This will keep happening unless you actively and assertively stop it. This is quite difficult in a marriage as the manipulation may have started out subtle. Before long, this may become the everyday dynamic of your relationship with your spouse.   What Is Manipulation? Manipulation can be subtle or quite obvious, but either one is damaging to your marriage. For example:   Subtle Manipulation: Do you have any plans for this evening? (Left unsaid: If you do, you must not love me.)Obvious Manipulation: If you loved me you would go to the movies with me tonight.Direct and Honest Approach: I would like to go to the movies tonight. If you dont have any plans for this evening, would you go with me? Common Manipulation Strategies Think about whether you recognize some of these situations in your marriage. If you do, it is likely that your spouse is manipulating you.   Withholding sex or affectionWithholding money or something of valueMaking you feel shame, embarrassment, or guiltCrying  Withdrawal or avoidanceGiving the silent treatmentPoutingWhiningHaving a temper tantrumDoling out threats and ultimatumsLying or twisting the truthCriticizing and disapprovingBeing vague about wants or needsBlaming??Being coerciveShowing exaggerated disappointmentWithholding or hiding informationTwisting your words (or their meaning) Why Someone Manipulates In general, people manipulate others to get what they want. They may feel the need to punish, control, or dominate their spouse. They may be seeking pity or attention, or have other selfish motives. They may be trying to change or wear down their spouse, perhaps in an effort to have their own needs met. Consequences of Manipulation If your spouse is being manipulative, this can cause serious damage to your relationship. You may experience: Negative feelings such as dissatisfaction, hurt, resentment, anger, and frustrationA serious sense of self-doubtA constant need to defend yourselfFrequent apologizing, even when you believe you did not do anything wrongA lack of trust in your partnerA lack of safety in the marriageOverall discontentment with the relationship What to Do About Manipulation in Your Marriage Most people know how to be manipulative. But, we choose other mature and healthy ways to interact with others.  Particularly in a marriage or other loving relationship, most strive to be respectful of our mate through direct and honest communication. Manipulation and similar forms of emotional abuse are not acceptable from a romantic partner (or anyone else in your life). Realize and accept that manipulation is also emotional blackmail. This unfair behavior needs to be recognized and eliminated in your marriage. Recognize when you or your spouse manipulates.Tell your spouse when you experience manipulation. Be specific in describing the manipulation and your feelings.Do not act as if the manipulation is no big deal.If you discover yourself manipulating, stop in mid-sentence. Be more direct in your questions or statements.If the manipulation in your marriage continues, seek marriage counseling to help you both change the behavior. Someone who manipulates in their adult relationships may have come from a dysfunctional family of origin (the family one grows up in). They may have had to manipulate in order to get basic needs met or avoid harsh punishment. Alternatively, the individual could have been manipulated by their parents and learned this negative way to interact with others.   Manipulation may seem like an easy or natural way to deal with a difficult issue or to have things the way you want them, but in the long run, it isnt. Manipulation is hurtful and damaging to your marital relationship. Both you and your spouse deserve honest and loving communication. Article updated by  Marni Feuerman

Why Do People Tap on Cans

Comparing and Contrasting Confucianism and Legalism

Andrew Simedru Ms. Komar AP World History September 3, 2013 Comparing and Contrasting Confucianism and Legalism Confucius once said, â€Å"The more man meditates upon good thoughts, the better will be his world and the world at large.† Amidst the chaos of political instability and constant warring of the Zhou era, many philosophers arose that impacted China in the fields of politics, religion, and philosophy. Two of these philosophers were Confucius, who lived from 551 to 479 B.C.E., and Han Feizi, who lived around 233 B.C.E. These two created the Confucianism and Legalism that significantly changed the society is still in use in modern China. Confucianism became the dominant way of thinking and the later philosophy of Legalism†¦show more content†¦Strength produces force; force produces prestige; prestige produces virtue. Virtue has its origin in strength. The sage ruler alone possesses it, and therefore he is able to transmit humaneness and rightness to all-under-he aven†¦Ã¢â‚¬  (Shang 259). However, I believe this is not quite concisely what the Legalists hold a firm believe in; such rhetoric might only represent the idea from an angle that the ruler could accept at ease. Being a political institution and a critical part of the regime, the Legalists have concerns for themselves and may therefore seek personal and power advancement as well in their assisting the state. With such a thought, the third premise can be better stated as: all individuals, authorities and government apparatus will never run into interest conflicts with, and will always reside under, the centralized administration headed by a tiny minority of people who have the ultimate supremacy and power. Noteworthily, such a precondition has an immediate accord with the social need at that time as mentioned earlier, in which a rationalShow MoreRelatedThe Two Chinese Philosophies Of Confucianism1816 Words   |  8 PagesThe two Chinese philosophies of Legalism and Confucianism could not be more opposite. Even though two of the writers of Legalism were students of Xinzu, a philosopher of Confucianism, there are more of differences than similarities between the two. Because of this, legalism, which preceded the concept of Confucianism, had a lot of reasons why Confucianism was considered wrong. While towards the fall of the Qin Dynasty, Confucian beliefs started to revamp and become more widely accepted and thus theyRead MoreThe Between The Prince And Han Fei Tz1817 Words   |  8 Pageseastern concepts. Therefore, in this essay, I will be comparing and contrasting the similarities and the unlikeness between The Prince and Han Fei Tz. Throughout the essay, my purpose is to analyze whether or not these two theories can be applied to the real world efficiently. To start with, I would like to introduce more about Han Fei, whose status in China is as important as Machiavelli’s in the western country. Before the Qin Dynasty, Confucianism was the mainstream and most of the people followedRead MoreWorld History AP8768 Words   |  36 Pageswas no less reliant on military force and no less brutal than the centuries-long Roman effort. †¢ Unlike Rome’s transition from republic to empire, the creation of the Chinese empire had only brief and superficial domestic repercussions. 7. In comparing the Roman and Chinese empires, which do you find more striking—their similarities or their differences? †¢ The Roman and Chinese empires shared many common features, though they did also differ in important ways. In general, the Chinese empire was

Supplier Relationship Management Free Essays

Many customer-supplier relationships were weakened or damaged during the economic downturn. To rescue them, both sides need to acknowledge past mistakes, identify the causes of those problems, take corrective action, and monitor the results. As of this writing, all signs are pointing toward recovery, and economic indicators (take your pick) are suggesting a better ending to 2010 than we experienced in 2009. We will write a custom essay sample on Supplier Relationship Management or any similar topic only for you Order Now Optimistic whispers in the first few months of this year became clearly audible announcements when Quarter 1 earnings were released. Demand is on the rise, lashed capacity is beginning to fill up, and at many companies, earnings will exceed expectations. Despite the fact that business is improving in most industries, companies will continue to struggle for some time to overcome the effects of the recession on their supply chains. This is especially true for those that made drastic decisions and acted in ways that altered their supply chain capacity and supplier services. Customer-supplier relationships have been caught up in this turmoil and have often suffered as a result. The economic upheaval of the past 18 months has left many relationships weakened, damaged, or even severed. With demand increasing, now is the time for buyers and suppliers to assess the current state of their relationships and then address or resolve any concerns. This can be accomplished through a four-step process that includes acknowledging what has happened, identifying the causes of any problems, agreeing on and implementing corrective actions, and following up and maintaining the improved relationship. These steps should be carried out within your company’s supplier relationship management (SRAM) program. SRAM is a formalized process through which companies build strong, collaborative relationships with their vital suppliers to make improvements and achieve their mutual supply chain goals. If you do not already have a formal SRAM program, then following these steps can serve as the foundation for this type of initiative. Customers and suppliers that adopt this process and commit to continuing it in the future will not only reaffirm and strengthen their partnerships but will also ensure that they create an effective, flexible supply chain. Step 1: Acknowledge past mistakes Start out by evaluating your current relationship with your most critical suppliers. This assumes that you have already segmented your supply base and identified your most important suppliers. You can follow this process for all suppliers, of course, but to maximize the value of your efforts, it’s a good idea to address the most essential suppliers first. Once the top suppliers have been singled out, you can assess the current state of your relationship with each of them individually. The most important part of this first step is to identify and acknowledge the mistakes that were made on both sides. Ask the following questions and examine your answers carefully: Is this relationship in turmoil? If so, what were the actions that created this tension, and position are you or your suppliers in now as a result? How does the supplier feel toward you, and how do you feel toward the supplier? Do you deem the relationship to be weakened, damaged, or severed? Is the relationship meaningful for your company, and will improving that relationship bring value to both parties? By answering these questions, you will define the roadman toward reconciliation and improved effectiveness?or to accepting a separation, if that proves necessary. Once you have determined that the relationship is worth repairing or saving, it is time to pursue open and honest communication with that supplier. Integrity and trust are he basis for any relationship, and addressing difficult topics in a frank and objective manner will be appreciated by everyone involved. Coming to the table in an open manner is Just the beginning, however. The magnitude of the strife in the relationship will dictate the level of effort required to address it. Weakened relationships, while still requiring direct and concerted effort, can be more easily repaired than those with damaged elements or those that have been severed. A special note on severed relationships: If you are not sincere about reconciliation, then do not waste your time or your supplier’s time. The amount of time and audience required to rebuild a previously severed relationship can be substantial, and if either party lacks commitment, true reconciliation becomes doubtful. Step 2: Find the real source of the problem The most delicate part of this process involves identifying the root cause of the problems. Bringing in a neutral third party to help both sides review the current relationship and past experiences is one way to maintain objectivity during these discussions. In this type of conversation, emotions and personal involvement tend to rise to the surface, and the â€Å"effect† part of â€Å"cause and effect† often becomes the focal mint. This is a situation you should strive to avoid. If participants fail to consider the root of a problem, only the symptom will be treated, and another one that may be even more harmful to the relationship will inevitably appear. In reviewing the events of the last 18 months, many customers and suppliers may point to the economy and decreased demand as the cause of relationship strife and discontent. There’s no denying that the economy was an underlying factor. As orders plummeted, original equipment manufacturers (Moms) reduced capacities to attempt to match output and expenses to very weak demand. Many suppliers were unaware of the dramatic steps taken by Moms and were left with buildup in their inventories of up to 50 percent? with no buyers for that stock in sight. These high inventory levels caused a variety of problems for suppliers and, in the worst cases, resulted in bankruptcy. While the economy and declining demand clearly play a role here, poor customer-supplier relationships and the lack of strong communication channels appear to be a major cause of the devastating inventory buildup. This might have been avoided by improving forecasting tools or enhancing operational capabilities to more quickly spend to downward shifts in demand. Both are sound actions to pursue at any time, but neither will resolve the lack of customer- supplier communication that will continue to cause problems in the future. An important question to ask here is: â€Å"Were there warning signs before the problem occurred? † As both customer and supplier consider this question, they should reflect upon quantitative (on-time measurements that may have signaled trouble ahead. Discussing these measurements or signals as well as the customer’s and supplier’s responses to those developments will help to establish where specific problems originated. Step 3: Identify and implement corrective actions Now that the root causes of relationship strife and their leading indicators have been identified, the next step is to define and implement corrective actions. These actions can include procedural changes, changes in safety stocks, increased communication requirements, or even changes in personnel. Observe the impact of these corrective actions on the original symptoms (the â€Å"effect†) and ensure that the resulting improvements can be objectively measured and quantified. For example, a procedural change could reduce the amount of time required to process a orientation, therefore the number of transactions per hour will increase. Moreover, increasing safety stock and boosting communication requirements (such as sending status updates more frequently) may yield higher service levels, which can also be measured. It’s wise to avoid subjective measurements, which may invite interpretations that lead to more disagreements and conflicts. Be sure to incorporate these measurements into an existing customer-supplier scorecard process, or if none exists, take the opportunity to create one that can be reviewed periodically. The solutions you develop can and should vary based on the type of relationship you eave with your supplier: A strictly transaction-based relationship that focuses on only one or two activities is likely to be rekindled by focusing attention solely on improving those specific activities. ?Tactical relationships may benefit from solutions that span both upstream and downstream from the basic operational transactions. These relationships may have multiple touch points, and resolving each relationship conflict at each touch point may be an extensive, time-consuming process. Strategic partnerships call for the most complex activities and coordination to revive a distressed rela tionship. Moreover, strategic partnerships frequently span multiple organizations at all levels. So, although most efforts may start at the top of the organizational chart, it is important to address all levels when rebuilding trust and good will. Carrying out the solutions you agree on most likely will involve increased sharing of operational and business information, such as supply inventory levels, point-of-sales data, and market trends that are beneficial for both customer and supplier. Frequently, an investment in information technology software can facilitate and enhance this kind of extensive data sharing. Step 4: Monitor and maintain the allegations After implementing corrective actions, you’ll need to conduct management reviews in which progress is discussed, milestones are recognized, and changes to planned milestones are decided upon when necessary. It almost goes without saying that these reviews should be carried out in a timely fashion. The definition of â€Å"timeliness,† however, depends upon what activities are being measured and on their inherent cycle times. The review should occur within a time frame that allows sufficient data points identifying change to be generated. A premature review will show lack of progress and can lower confidence levels. At the same time, a late review or prolonged periods between reviews can Jeopardize momentum or even introduce been introduced since the previous review. Matching management reviews to meaningful data generation will help avoid these pitfalls and keep the momentum toward positive relationship change. The successful repair of a customer-supplier relationship will heavily depend on the involvement of the leadership teams and the commitment of both sides to the process. If continuing the relationship will bring value to both parties, then their commitment to achieving success (and to maintaining the relationship) should be explicit. In other words, leadership’s involvement in supplier relationship management demonstrates the importance of this activity to the organization. Nevertheless, sustaining the relationship can be difficult even when there is great support from the leadership of both customer and supplier. It makes sense, therefore, to consider turning the relationship management activities that have been developed to address specific problems into a formalized program supporting continued improvement. Leverage the scheduled reviews, progress metrics, and milestones to shape the content of a formal customer- supplier management process. Expand team and individual involvement to other levels of the organization as appropriate. Remember that a customer-supplier relationship is a two-way street? throughout the â€Å"monitor and maintain† phase, both sides should be openhanded and go out of their way to learn from each other. For example, the customer can teach the supplier that it needs to provide more than Just the right product at the right price, and the supplier can teach the customer that it requires more information than a basic forecast if it is to support the customer’s supply chain success. Relationships: The foundation of success Now is the time to assess your customer-supplier relationships, as your company recovers from the Great Recession and prepares for an upturn in business. If those relationships are weakened, damaged, or severed, consider taking the following steps: Objectively acknowledge the past and open a clear communication channel with the sincere intent of building a mutually beneficial relationship. Discuss and discover the sources (the â€Å"cause†) of the problems and develop corrective actions. Be careful not to fall into the trap of addressing symptoms (the â€Å"effects†). Follow through tit corrective actions and continue to monitor and maintain the relationship. To improve the likelihood of success, ensure that there is leadership support from both customer and supplier. Remember, solid, healthy customer-supplier relationships form the foundation of an enterprise’s success. Companies that continue to suffer because of weakened, damaged, or severed relationships will surely lose to their competition. Justine Brown is principal at the consulting firm Tompkins Associates. An organization spends substantial portion of every dollar on the purchase of raw materials, components, and services. In fact, 60% of cost goods sold are consisted of purchased goods. Therefore, supplier quality can substantially affect the overall cost of a product or service. One of the keys to obtaining high-quality products and services is for the customer to work with suppliers in a partnering atmosphere to achieve the same quality level as attained within the organization. Customers and suppliers have the same goal?to satisfy end user. The better the supplier quality, the better the supplier’s long-term position, because the customer will have better work together as partners to maximize their return on investment. There have been number of forces that have changed supplier relations. Prior to the sass, procurement decisions were typically based on price, thereby awarding contracts to lowest bidder. As a result, quality and timely delivery were sacrificed. One force, Deeming fourth point, addressed this problem. He stated that customers must stop awarding business based on the low bidder because price has no basis without quality. In addition, he advocated single suppliers for each items to help develop a long-term relationship of loyalty and trust. These actions will lead to improved products and services. Another force changing supplier relations was the introduction of the Just-in-time TIT) concept. It calls for raw materials and components to reach the production operations in small quantities when they are needed and not before. The benefits of SIT is that inventory-related costs are kept to minimum. Procurement lots are small and delivery is frequent. As a result, the supplier have many more process setups, thus becoming a SIT organization itself. The supplier must drastically reduce setup time or its cost will increase. Before there is little or no inventory, the quality incoming material must be very good or the reduction line will be shut down. To be successful, SIT requires exceptional quality and reduced setup time. The practice of continuous process improvement has also caused many suppliers develop partnership with their customers. A final force is ISO 9000, which is mandated by the major automotive assembly firms. Specifically, first tier and tiers subsequent to the Moms must maintain supply chain development through three key factors: zero defects, 100% on-time delivery, and a process for continuous improvement. These forces have changed adversarial customer-supplier relationship into mutually beneficial partnerships. Joint efforts improve quality, reduce costs, and increase market share for both parties. Dry. Koru Chickasaws has suggested 10 principles to ensure quality products and services and eliminate unsatisfactory conditions between the customer and the supplier: 1 . Both customers and the suppliers are fully responsible for the control of quality. 2. Both the customer and supplier should be independent of each other and respect each other’s independence. 3. The customer is responsible for providing the supplier with clear sufficient requirements so that supplier can know precisely what to produce. 4. Both the customer and the supplier should enter into a non adversarial contract with respect to quality, quantity, price, delivery method, and terms payments. 5. The supplier is responsible for providing the quality that will satisfy the customer and submitting necessary data upon customer’s request. 6. Both the customer and the supplier should decide the method to evaluate the quality of the product or service to the satisfaction of both parties. 7. Both the customer and the supplier should establish in the contract the method by which they can reach an amicable settlement of any disputes that may arise. 8. Both the customer and the applier should continually exchange information, sometimes using multifunctional teams, in order to improve the product or service quality. . Both the customer and the supplier should perform business activities such as procurement, production, and inventory planning, clerical work, and systems so that an amicable and satisfactory relationship is maintained. 10. When dealing with business the end user in mind. Although most of the principles are common sense, a close scrutiny shows that a true partnering r elationship exists with long-term relationship, where each party preserves their identity and independence. How to cite Supplier Relationship Management, Papers

Creative Leadership and Knowledge

Question: Discuss about the Creative Leadership and Knowledge. Answer: Introduction: Title: Leadership creativity Innovation Link: https://www.youtube.com/watch?v=14g0muZ951M Discussion: The video is a TED talks video in which the presenter explained about the fundamentals of creative leadership and knowledge. The video explains that creative leadership is a virtue that is somewhat difficult to find. The creativity should be the fundamental attributes of leaders (Rasulzada, 2013). In fact, the creativity attribute of leaders would enable the leader to develop a creative and innovative culture in the organization. Reflection: This video has some interesting comments about the creativity and knowledge. I have learned that creativity can increase the efficiency of leaders. With creativity and innovation, leaders can come up with new ideas and innovation that can take the organization forward. With this video, I have learned that creativity is a fundamental attribute or the nature of leaders and creativity can foster the innovation within the organization and the team. Title: Human leadership Link: https://www.youtube.com/watch?v=njn-lIEv1LU Discussion: This video explains about the human touch required in the leadership. The video starts with the argument about the basic nature of leadership. There are various stances of leadership. Some theorists believe that leadership is an art and some people believe that leadership is a science. In this video, presenter presents that leadership is a combination of art and science (Chapman, 2012). It is important that leaders should have a human touch so that they can take the employee forward. Reflection: With this video, I have learned that the employees and team members would like to work with the leaders that provide the human touch. It is important that the leaders should be able to understand the touch points of employees. The leaders can have a high creative team only when there is an element of human touch in the team Title: Tyrannies of creative leadership Link: https://www.forbes.com/sites/berlinschoolofcreativeleadership/2015/04/01/seven-tyrannies-that-creative-leaders-must-overcome/#33d75dfd1b0b Discussion: In this article, author mentions that he goal of enabling a creative culture ordinarily involves surmounting the mental models and collective practices that have a chilling effect on creative business solutions. In the article, author highlighted that it is not easy to develop a creative culture in the organization. There are various challenges or issues of creative leadership that author mentioned as the tyrannies of leadership (Slocum, 2015). The key issues and challenges of creative leadership are bureaucracy, creative halo, lack of motivation among employees, etc. Reflection: This article has a lot to offer in terms of the various aspects of creative leadership. With this article, I have learned about the various issues and challenges of creative leadership. I have learned that it would be effective to have a platform of creative leadership. However, it is not easy to establish a culture of creativity and innovation. Title: Creativity and the role of leader Link: https://hbr.org/2008/10/creativity-and-the-role-of-the-leader Discussion: This article is a Harvard Business Review article in which authors argued about the role of leaders to develop a creative culture within the team. Authors argued that the first priority of leadership is to engage the right people, at the right times, to the right degree in creative work. The leaders can develop an innovative culture only when they have the support of right people at the right time (Amabile khaire, 2008). In an organizational setting, the creative culture should be taken as a top-down approach. Reflection: I can say that this article provides a lot of insights about the creativity and leadership. This article is an interesting read. With this article I have learned that the management and leaders should develop a platform and the same should be communicated to the mid level management and low-level employees. Title: Creativity and Innovation: The Leadership Dynamics Link: https://www.regent.edu/acad/global/publications/jsl/vol1iss1/JSL_Vol1iss1_Agbor.pdf Discussion: The article is about the need of creative leaders in the knowledge based organizations. In the article, author argued that the creative leadership has emerged as a fundamental need of organizations in the 21st century (Gudauskas Lukosevicius, 2005). The creative leadership and the innovative abilities can provide a competitive edge to organizations. Reflection: I have learned a lot with this article. This article discusses the need of leadership in the contemporary business environment. I have learned that creativity can be the basis of the innovative culture in the organization and that could be the platform where the organizations can develop their core competency. References Amabile, T.M. and Khaire, M., 2008. Creativity and the Role of the Leader-Academics have been studying creativity for decades. What practical insights does their research have for executives in need of innovation?.Harvard Business Review, p.100. Chapman, B. (2012). Truly human leadership. Retrieved from: https://www.youtube.com/watch?v=njn-lIEv1LU Gudauskas, R., Lukosevicius, R., Radvila, U. (2005). Creative Leadership in Knowledge-Based Organization.Informacijos mokslai,33(12), 18-23. Rasulzada, F. (2013). Creative leadership and employee well-being. Retrieved from: https://www.youtube.com/watch?v=14g0muZ951M Slocum, D. (2015). Seven Tyrannies That Creative Leaders Must Overcome. Retrieved from: https://www.forbes.com/sites/berlinschoolofcreativeleadership/2015/04/01/seven-tyrannies-that-creative-leaders-must-overcome/#33d75dfd1b0b