1 Running head: INNOVATIVE LEADERSHIP 2 INNOVATIVE LEADERSHIP Innovative Leadership (Insert Student’s Name Here) (Insert Instructor’s Name Here) (Insert Course Title and Number Here) (Insert date of Submission Here) Abstract Innovative leadership For purposes of this research and the innovative proposal made thereof, the organization for which the problem is reframed is Cosentino S.A., the building material company based in Almeria, Spain. In this research exercise, the problem that will need reframing is identified. This is then followed by supporting rationale leading to the identified problem. Possible barriers to reframing the problem are identified and the strategies to implementing the proposed solution are developed. A critique of the leadership theories needed to support the innovation is given. This is then followed by the identification of the core values in support of this position. Last but not the least, an innovative framework for the reframed problem is developed. That said this research progresses as follows. Problem identification Apparently, the problem with this organization was that of its inability to attract and retain talented employees. Obviously, this is a problem which could affect the competitive advantage of the organization while at the same time affecting its bottom line. It is this problem that will be reframed into an innovative opportunity as proposed in this research. The primary reason for reframing a problem is to help identify an innovative opportunities while at the same time contemplating what is on offer. Apparently, there are several ways to reframe this issue so as to come up with an innovative solution for the company. The following techniques of reframing a problem are discussed as follows. One of the techniques of reframing this company's problem of inability to attract and retain talented employees, is by rethinking the problem. The question here is how could the company attract talented employees while at the same time retain those that it already have? Well, answer lies with brainstorming. This is the so because "the answers are baked into the question at hand" (Dorst, 2015). During the brainstorming session, it is important to reframe the question so that it could be in line with the objective of the solutions to be found. In other words, it is important to refocus the question so that it help with changing the lens of those brainstorming. The second technique of reframing this issue is to still to "brainstorm but brainstorm bad ideas" (Bolman, & Deal, 2013). This means that those brainstorming are pushed beyond coming up with obvious solutions, which may otherwise not produce the best solution to the issue at hand. In other words, brainstorming bad ideas gives the opportunity to identify how they can be turned into good ideas. Another way to reframe an issue is to unpack the assumptions or perceived rules that are contributing to the issue at hand. After making a list of all the.

1. 1
Running head: INNOVATIVE LEADERSHIP
2
INNOVATIVE LEADERSHIP
Innovative Leadership
(Insert Student’s Name Here)
(Insert Instructor’s Name Here)
(Insert Course Title and Number Here)
(Insert date of Submission Here)
Abstract
Innovative leadership
For purposes of this research and the innovative proposal
made thereof, the organization for which the problem is
reframed is Cosentino S.A., the building material company
based in Almeria, Spain. In this research exercise, the problem
that will need reframing is identified. This is then followed by
supporting rationale leading to the identified problem. Possible
barriers to reframing the problem are identified and the
strategies to implementing the proposed solution are developed.
A critique of the leadership theories needed to support the
innovation is given. This is then followed by the identification
of the core values in support of this position. Last but not the
least, an innovative framework for the reframed problem is
developed. That said this research progresses as follows.
Problem identification
Apparently, the problem with this organization was that of
its inability to attract and retain talented employees. Obviously,
this is a problem which could affect the competitive advantage
of the organization while at the same time affecting its bottom

2. line. It is this problem that will be reframed into an innovative
opportunity as proposed in this research.
The primary reason for reframing a problem is to help
identify an innovative opportunities while at the same time
contemplating what is on offer. Apparently, there are several
ways to reframe this issue so as to come up with an innovative
solution for the company. The following techniques of
reframing a problem are discussed as follows.
One of the techniques of reframing this company's problem
of inability to attract and retain talented employees, is by
rethinking the problem. The question here is how could the
company attract talented employees while at the same time
retain those that it already have? Well, answer lies with
brainstorming. This is the so because "the answers are baked
into the question at hand" (Dorst, 2015). During the
brainstorming session, it is important to reframe the question so
that it could be in line with the objective of the solutions to be
found. In other words, it is important to refocus the question so
that it help with changing the lens of those brainstorming.
The second technique of reframing this issue is to still to
"brainstorm but brainstorm bad ideas" (Bolman, & Deal, 2013).
This means that those brainstorming are pushed beyond coming
up with obvious solutions, which may otherwise not produce the
best solution to the issue at hand. In other words, brainstorming
bad ideas gives the opportunity to identify how they can be
turned into good ideas.
Another way to reframe an issue is to unpack the
assumptions or perceived rules that are contributing to the issue
at hand. After making a list of all the possible assumptions on
the industry, it will be time to think how to do the opposite.
Such an exercise improves the creativity of those brainstorming
and might lead to some great solutions to the issue.Supporting
rationale leading to problem identification
Apparently, the term disruption could be taken to mean to
cause disturbance, interference, confusion, delay, stoppage, or
obstruction. On the other hand, the term sustain could be taken

3. to mean to suffer or undergo unpleasant experience especially
an injury.
Given these two distinguishing definitions of terms, it is
obvious that the issue or problem of Cosentino S.A. not being
able to attract and retain talented employees is disruptive in
nature. Essentially, the challenge of a company not being able
to attract and retain talented employees has a "negative effect
on the overall productivity of that firm" (Sarhadi, 2017). Also
when a firm is unable to retain talented employees, this may
translate to high employee turnover, an issue which will
obviously affect the overall productivity of that company. It
should be understood up front that employees are the backbone
of any business. So, high employee turnover especially when
those employees are the talented ones is a bad thing because
such employees are highly likely to be absorbed by the
competition, a factor which weakens further the competitive
edge of the firm in question.
The inability to attract and retain talented employees is a
disruptive problem because it eventually leads to stoppage of
production altogether. Companies rely in talented employees to
boost the productivity of the firm. so, when such an employee is
no longer there, it means that work that was being done by such
an individual will either be delayed until a replacement has
been found or stopped altogether if no replacement is not found.
When this happens then the company will not be able to produce
what is required to either keep up with demand or it will go out
of business.Possible barriers and strategies implementing
proposal
Apparently, one the potential obstacles in reframing the
organization's problem is the possibility of reacting
impulsively. This is a potential obstacle because generally,
human beings have an instinctive mentality to act fast so as to
solve the problem at hand. This is to say that we might tend to
pinpoint obvious yet superficial factors, which means that there
is a high possibility to fail in reviewing some influential
factors. This is also to say that there is a possibility of

4. addressing the symptoms of the problem when the right
approach should be to understand the situation at hand before
attempting to find a solution to it. This urge to react
impulsively might be a huge obstacle because good innovative
solution requires a deep understanding of the problem. In this
regard, it will take restraint and insight to avoid impulsive
reaction.
The other potential problem to reframing this problem is
that "egos might get in the way of finding innovative solution"
(Carlson, 1996). When individuals focus on themselves, their
egos, and asserting themselves over others, this means they will
face issues working together as a productive group. In this
regard, perhaps the best practice is to allow every team player
to present their views feelings, experiences, and thoughts so
that there is a more holistic approach to the problem at hand.
This is to say that individuals should not allow their egos to get
in the way of solving the problem at hand.
Another potential obstacle is groupthink. This is a
situation where the "desire for conformity will lead to a
dysfunctional outcome in decision making" (Bolman, 2003). In
other words, groupthink is dangers in reframing a problem
because it means an innovative solution will not be created.
Perhaps the best practice is to for team managers to create a
safe environment where those brainstorming can freely express
themselves without developing the feeling that they are
targeted. Critique of leadership theories needed in support of
the innovation
This section regards the application of leadership theories
discussed in this unit to reframing the organizational problem.
In fact, this is a critique of the leadership theories needed to
support the innovative proposal for the identified problem.
There is identification and discussion of the pros and cons of
each of those leadership theories. That said this section
proceeds as follows.
In the course of this research the leadership theories
identified in support of the innovation include the transactional

5. leadership theory, the transformational leadership theory, the
contingency theory, and the participative leadership theory.
In applying transformational leadership in reframing the
identified organization's problem the researcher would start off
with encouraging creativity among the team members. By doing
so, the researcher would have fostered innovation through
challenging assumption what can and cannot be accomplished.
The researcher would also provide support and resources at my
disposal while at the same time removing barriers to change.
Besides being a role model, the researcher would also guide,
motivate, and inspire team members to be the best and produce
the best based on their abilities.
One of the benefits of transformative leadership theory is
that it allows for a quick formulation of vision. In fact, it assess
the current situation of an organization and formulates a vision
that would guarantee growth and improvement of the prevailing
situation. Equally, this theory promotes enthusiasm that drives
the change that organization needs. The disadvantages of this
theory is that it can face challenges regarding details of the
prevailing problem. Unless transformational leaders get help
from detail oriented individuals, they may find themselves
"struggling with details at some point" (Bass, & Riggio, 2006).
Transactional leadership theory focuses on supervision of
the followers and that the performance of the organization is
based on rewards and punishment of those followers. The
system of reward and punishment ensures that followers are
motivated in the short run. In applying this theory of leadership,
the researcher would be practical by focusing on the efficiency
of procedures to ensure smooth running of the organization. To
do so, the researcher will endeavor to take responsibility for
what the followers do. Also, the researcher will endeavor to be
open to alternative options given the situations of the
organization.
One of the benefits of transactional theory of leadership is
that it works effectively in removing uncertainty and doubt from
projects of an organization. Besides, the theory focuses on

6. rewarding subordinates to follow instructions to achieve
efficiency in production. The problem with this theory of
leadership is that it focuses on short term goals. Besides, "not
every subordinate is motivated through the reward and
punishment system" (Winkler, 2010).
(Further research is needed)Organizational core values to
support position
(Further research is needed)Innovative framework of problem
(Further research is needed)
References
Bass, B. M., & Riggio, R. E. (2006). Transformation leadership.
Mahwah, N.J: L. Erlbaum Associates.
Bolman, L. G., & Deal, T. E. (2013). Reframing organizations:
Artistry, choice, and leadership
Bolman, L. G. (2003). Reframing Organizations. New York:
John Wiley & Sons, Ltd.
Carlson, R. V. (1996). Reframing & reform: Perspectives on
organization, leadership, and school change. White Plains, NY:
Longman.
Dorst, K. (2015). Frame innovation: Create new thinking by
design.
Winkler, I. (2010). Contemporary leadership theories:
Enhancing the understanding of the complexity, subjectivity and
dynamic of leadership. Heidelberg: Physica-Verlag.
1
Running head: REFRAMING A PROBLEM
4
REFRAMING A PROBLEM

7. Reframing a problem
(Insert Student’s Name Here)
(Insert Instructor’s Name Here)
(Insert Course Title and Number Here)
(Insert date of Submission Here)
Reframing a problem
In week two, the identified problem was that Cosentino
S.A., the building material company was battling with the
challenge of its inability to attract and retain talented
employees. In this week's discussion, the focus shifts to
identifying the potential obstacles that may be encountered
while reframing this problem. That said the reframing of this
problem continues as follows.
Apparently, one the potential obstacles in reframing the
organization's problem is the possibility of reacting
impulsively. This is a potential obstacle because generally,
human beings have an instinctive mentality to act fast so as to
solve the problem at hand. This is to say that we might tend to
pinpoint obvious yet superficial factors, which means that there
is a high possibility to fail in reviewing some influential
factors. This is also to say that there is a possibility of
addressing the symptoms of the problem when the right
approach should be to understand the situation at hand before
attempting to find a solution to it. This urge to react
impulsively might be a huge obstacle because good innovative
solution requires a deep understanding of the problem. In this
regard, it will take restraint and insight to avoid impulsive
reaction.
The other potential problem to reframing this problem is
that "egos might get in the way of finding innovative solution"
(Carlson, 1996). When individuals focus on themselves, their
egos, and asserting themselves over others, this means they will
face issues working together as a productive group. In this

8. regard, perhaps the best practice is to allow every team player
to present their views feelings, experiences, and thoughts so
that there is a more holistic approach to the problem at hand.
This is to say that individuals should not allow their egos to get
in the way of solving the problem at hand.
Another potential obstacle is groupthink. This is a
situation where the "desire for conformity will lead to a
dysfunctional outcome in decision making" (Bolman, 2003). In
other words, groupthink is dangers in reframing a problem
because it means an innovative solution will not be created.
Perhaps the best practice is to for team managers to create a
safe environment where those brainstorming can freely express
themselves without developing the feeling that they are
targeted.
References
Bolman, L. G. (2003). Reframing Organizations. New York:
John Wiley & Sons, Ltd.
Carlson, R. V. (1996). Reframing & reform: Perspectives on
organization, leadership, and school change. White Plains, NY:
Longman.
1
Running head: REFRAMING ORGANIZATIONAL PROBLEM
4
REFRAMING ORGANIZATIONAL PROBLEM
Reframing organizational problem
(Insert Student’s Name Here)

9. (Insert Instructor’s Name Here)
(Insert Course Title and Number Here)
(Insert date of Submission Here)
Reframing organizational problem
This discussion regards the application of leadership
theories discussed in this unit to reframing the organizational
problem. The discussion also identifies the pros and cons of
each of those leadership theories. That said this discussion
progresses as follows.
Before proceeding any further, it is important to put this
discussion into perspective. In retrospect, the organization's
problem that was identified in week two for reframing is that
Cosentino S.A., the building material company was battling
with the inability to attract and retain talented employees.
During this unit, the leadership theories discussed include the
transactional leadership theory, the transformational leadership
theory, the contingency theory, and the participative leadership
theory.
In applying transformational leadership in reframing the
identified organization's problem I would start off encouraging
creativity among the team members. By doing so, I would have
fostered innovation through challenging assumption what can
and cannot be accomplished. I also provide support and
resources at my disposal while at the same time removing
barriers to change. Besides being a role model, I would also
guide, motivate, and inspire team members to be the best and
produce the best based on their abilities.
One of the benefits of transformative leadership theory is
that it allows for a quick formulation of vision. In fact, it assess
the current situation of an organization and formulates a vision
that would guarantee growth and improvement of the prevailing
situation. Equally, this theory promotes enthusiasm that drives
the change that organization needs. The disadvantages of this
theory is that it can face challenges regarding details of the

10. prevailing problem. Unless transformational leaders get help
from detail oriented individuals, they may find themselves
"struggling with details at some point" (Bass, & Riggio, 2006).
Transactional leadership theory focuses on supervision of
the followers and that the performance of the organization is
based on rewards and punishment of those followers. The
system of reward and punishment ensures that followers are
motivated in the short run. In applying this theory of leadership,
I would be practical by focusing on the efficiency of procedures
to ensure smooth running of the organization. To do so, I will
endeavor to take responsibility for what the followers do. Also,
I will endeavor to be open to alternative options given the
situations of the organization.
One of the benefits of transactional theory of leadership is
that it works effectively in removing uncertainty and doubt from
projects of an organization. Besides, the theory focuses on
rewarding subordinates to follow instructions to achieve
efficiency in production. The problem with this theory of
leadership is that it focuses on short term goals. Besides, "not
every subordinate is motivated through the reward and
punishment system" (Winkler, 2010).
References
Bass, B. M., & Riggio, R. E. (2006). Transformation leadership.
Mahwah, N.J: L. Erlbaum Associates.
Winkler, I. (2010). Contemporary leadership theories:
Enhancing the understanding of the complexity, subjectivity and
dynamic of leadership. Heidelberg: Physica-Verlag.
1
Running head: EXPERIMENTING WITH INNOVATION
4
EXPERIMENTING WITH INNOVATION

11. Experimenting with innovation
(Insert Student’s Name Here)
(Insert Instructor’s Name Here)
(Insert Course Title and Number Here)
(Insert date of Submission Here)
Experimenting with innovation
Before reframing the problem in this discussion
assignment, it should be understood up front that the past
organization in this case is Cosentino S.A., the building
material company based in Almeria, Spain. Apparently, the
problem with this organization was that of the inability to
attract and retain talented employees. Having identified the
problem that could potentially lead to a captsone project, it is
time to reframe the issue.
The primary reason for reframing a problem is help
identify a opportunities while at the same time seeing offers.
Apparently, there are several ways to reframe this issue so as to
come up with an innovative solution for the company. The
following techniques of reframing a problem are discussed as
follows.
One of the techniques of reframing this company's problem
of inability to attract and retain talented employees, is by
rethinking the problem. The question here is how could the
company attract talented employees while at the same time
retain those that it already have? Well, answer lies with
brainstorming. This is the so because "the answers are baked
into the question at hand" (Dorst, 2015). During the
brainstorming session, it is important to reframe the question so
that it could be in line with the objective of the solutions to be
found. In other words, it is important to refocus the question so
that it help with changing the lens of those brainstorming.

12. The second technique of reframing this issue is to still to
"brainstorm but brainstorm bad ideas" (Bolman, & Deal, 2013).
This means that those brainstorming are pushed beyond coming
up with obvious solutions, which may otherwise not produce the
best solution to the issue at hand. In other words, brainstorming
bad ideas gives the opportunity to identify how they can be
turned into good ideas.
Another way to reframe an issue is to unpack the
assumptions or perceived rules that are contributing to the issue
at hand. After making a list of all the possible assumptions on
the industry, it will be time to think how to do the opposite.
Such an exercise improves the creativity of those brainstorming
and might lead to some great solutions to the issue.
References
Bolman, L. G., & Deal, T. E. (2013). Reframing organizations:
Artistry, choice, and leadership.
Dorst, K. (2015). Frame innovation: Create new thinking by
design.
1
Running head: INNOVATIVE FRAMEWORK
3

13. INNOVATIVE FRAMEWORK
Innovative Framework
(Insert Student’s Name Here)
(Insert Instructor’s Name Here)
(Insert Course Title and Number Here)
(Insert date of Submission Here)
Innovative Framework
This discussion regards an application of the innovative
framework from the University of Minnesota to reframing the
previously identified organization's problem. In retrospect, the
identified organization's problem is its inability to attract and
retain talented employees. That said this discussion progresses
as follows.
Apparently, the innovative framework from the University
of Minnesota takes four phases including "exploration phase,
sift, experimentation, and commitment phases" (Bentrim et al,
2012). In applying this framework to reframe the identified
problem, this discussion progresses further as follows.
Exploration phase
This is a discovery phase where a call for ideas is made. In
other words, there should be a continuous gathering of ideas.
Given the prevailing problem of the organization of not being
able to attract and retain talented employees, the brainstorming
team will be tasked with the primary responsibility of
"gathering ideas" (Van, Angle, & Poole, 2000) relating to how
the organization, through its human resource department could
attract and retain the greatest talent in the industry. Since not
all ideas will be ready for immediate action, the team leader
will create an idea bank to store those ideas that could be
implemented later. At the end of this phase, the process will

14. move to the next phase, the sifting phase.
Sifting phase
Under this phase of reframing the problem, the team
brainstorming the ideas will develop those ideas further through
holding discussions, collaborating some of those ideas, and
reflecting on them. It is under this phase that mentoring and
guidance to those experimenting the ideas is done. The team has
to assess the identified ideas to determine where it should move
to.
Experimenting phase
The purpose of this phase is to determine the viability of
the chosen ideas. Also, the leadership team will have to assess
the resources required for the chosen idea to be implemented.
Experimenting ideas means that the chosen ideas are tested
while at the same time the results are gathered for further
evaluation. Based on those results, the ideas will be blended,
enhanced, and decisions have to be made regarding the course
of action.
Commitment phase
Under this phase, the viable ideas are identified and the
organization has to commit to implementing them to fruition.
This means that has to commit resources required to implement
the ideas. Clarifications are made where necessary to ensure
correct implementation is done.
At this phase, given the fact that many ideas were tested,
the management of the organization has to prioritize those
projects that need to move forward. The management will then
has to allocate resources for those ideas it has decided to
forward with.
References
Bentrim, Jennifer; DeVriendt, Rod; Geller, Susan; McElvain,

15. Jean; Noran, Rebecca; Schnell, Eric. (2012). Innovation
Framework: A way to advance ideas that make an impact.
University of Minnesota. Retrieved from the University of
Minnesota Digital Conservancy,
http://hdl.handle.net/11299/163345
Van, . V. A. H., Angle, H. L., & Poole, M. S. (2000). Research
on the management of innovation: The Minnesota studies.
Oxford: Oxford University Press.
1
Running head: REFRAMING UPDATED PROPOSAL
2
REFRAMING UPDATED PROPOSAL
Reframing updated proposal
(Insert Student’s Name Here)
(Insert Instructor’s Name Here)
(Insert Course Title and Number Here)
(Insert date of Submission Here)
Reframing updated proposal
Apparently, the focus of this proposal is to recommend the
most viable ideas that the management of the company can
implement to address the identified problem of its inability to
acquire and retain talented employees. In this proposal
therefore, five recommendations are made. These
recommendations are discussed briefly as follows.
One of the points of this proposal is that the management,
through the human resource department should put in the time,
effort, and investment necessary to attract and recruit talented
employees. However, more needs to be done to retain the most
talented employees the company will have hired. And that is

16. creating the environment that makes those employees feel that
they are valued as great assets of the organization. It is
recommended that management should create personal
relationship with the employees. Perhaps the first step in
making this employee-employer relationship work is for the
employer to always greet their employees by their name. After
the pleasantries, it is important to "let the employees know the
valuable contributions they are making to the bottom line of the
organization" (Maylett, & Wride, 2017). Better still, involve
them in decision-making process. Even in the smallest of things
like rule or changes that need to be made in the work place,
management should endeavor to get the input of their employees
if they are to strengthen personal ties. By so doing, the
management will have succeeded in making the employees feel
secure in their job.
Another point of this proposal is to "make both the
expectations and goals of the company known to the employee"
(Goldsmith, & Carter, 2010). To make this possible, the HR
department should ensure that they have job descriptions for the
employees so that they could understand what is required of
them in their respective job positions. Equally, the department
should communicate any changes to those job descriptions so
that the employee knows what the expectations of the company
are.
It is also recommended that management to create honest
working environment. This means giving feedback regarding the
work done by the employee. If the employee has ideas that can
help the organization, it is critical that management be willing
to listen to them.
Another proposal is that management should provide
training opportunities to their employees. Apparently, when
employees understand that the organization is providing them
with opportunities to learn and grow, they will also know that
they have room to advance in this organization.
It is also proposed that management should recognize and
reward any good work performed by their employees.

17. Apparently, reward create motivation to work even more.
Besides, it eliminates the likelihood that the employee will start
having ideas to quit their jobs.
References
Goldsmith, M., & Carter, L. (2010). Best practices in talent
management: How the world's leading corporations manage,
develop, and retain top talent. San Francisco: Pfeiffer.
Maylett, T., & Wride, M. (2017). The employee experience:
How to attract talent, retain top performers, and drive results.
1
Running head: DISRUPTIVE OR SUSTAINING
2
DISRUPTIVE OR SUSTAINING
Disruptive or sustaining?
(Insert Student’s Name Here)
(Insert Instructor’s Name Here)
(Insert Course Title and Number Here)
(Insert date of Submission Here)
Disruptive or sustaining?
This discussion regards is an explanation of whether the
problem identified in week 2 and reframed in week 3 was either

18. disruptive in nature or sustaining. In retrospect, it should be
understood that the problem previously identified and reframed
in weeks 2 and 3 respectively is that Cosentino S.A. was
battling with the challenge of its inability to attract and retain
talented employees. However, to be able to identify whether this
problem was disruptive or sustaining, it is important to put into
perspective these two terms.
Apparently, the term disruption could be taken to mean to
cause disturbance, interference, confusion, delay, stoppage, or
obstruction. On the other hand, the term sustain could be taken
to mean to suffer or undergo unpleasant experience especially
an injury.
Given these two distinguishing definitions of terms, I
would say that the issue or problem of Cosentino S.A. not being
able to attract and retain talented employees is disruptive in
nature. Allow me to explain. Essentially, the challenge of a
company not being able to attract and retain talented employees
has a "negative effect on the overall productivity of that firm"
(Sarhadi, 2017). Also when a firm is unable to retain talented
employees, this may translate to high employee turnover, an
issue which will obviously affect the overall productivity of
that company. It should be understood up front that employees
are the backbone of any business. So, high employee turnover
especially when those employees are the talented ones is a bad
thing because such employees are highly likely to be absorbed
by the competition, a factor which weakens further the
competitive edge of the firm in question.
The inability to attract and retain talented employees is a
disruptive problem because it eventually leads to stoppage of
production altogether. Companies rely in talented employees to
boost the productivity of the firm. so, when such an employee is
no longer there, it means that work that was being done by such
an individual will either be delayed until a replacement has
been found or stopped altogether if no replacement is not found.
When this happens then the company will not be able to produce
what is required to either keep up with demand or it will go out

19. of business.
References
Sarhadi, S. (2017). The effects of employee high turnover
within organizations.