The last course has been insightful in understanding the importance of creative leadership within the complex corporate environment. Studies show that a majority of corporate leaders are worried that the business environment is going to get more complicated and they feel that their ability to survive is seriously questionable. Creative leadership may be a relatively under-researched area but this does not make it dispensable in business. Consequently, creative leadership will be a fundamental concept in the coming years especially because most leaders will need to cope with this changing environment. This course has therefore taught me how crucial creative leadership is incorporate emergencies (Leicester & O’Hara, 2009) Another essential ‘learning’ is that creative leadership facilitates bold thinking that enables one to create radical ideas or to follow through on the ideas. In other words, one needs to have the courage to challenge traditional ideas. This also implies that business models should be readily revised to realize the most effective strategies. Such individuals are therefore not afraid to disrupt business or to experiment frequently. The status quo is an enemy to such persons and theirs is to innovate continuously. Nonetheless, creative leadership requires very serious calculations prior to taking action as there are always inherent risks so the right leaders need to be cognizant of this fact. In case of failure that has occurred from the employment of a new strategy, creative leaders often encourage their followers to learn from those mistakes rather than preventing them from engaging in risk-taking ventures again. In fact, even measurement systems can be put in place so as to foster frequent learning for the past. Furthermore, bold thinking requires setting the trend in one’s industry. Such leaders often realize that it is not just enough to copy patterns that have worked before in other industries and then transfer them blindly to their own firms. The focus should be on what works best for such an institution rather than what has worked for other similar businesses (Damiani, 1998). The third learning on creative leadership is working with other people. In other words, creative leadership is not just a solo act; it requires plenty of involvement by respective parties. Such leaders need to forge deep relationships with two of their most important stakeholders i.e. their consumers and their staff members. In terms of staff members, one needs to accept the fact that cultural or organizational barriers are always existent in any institution, and if these obscure innovations and creativity then they need to be eradicated. An organization’s structure may be the problem if it is too bureaucratic. Conversely, it may be the organizational culture of selected individuals which has to be altered by those who are operating in such scenarios. How I will apply the three learning in improving my effectiveness One way in which I will apply one of the first learnings i.e. the use of bold thinking is through better communication. I plan on continuously improving the way I engage with any team members/ employees who are working hand in hand with me. In other words, I will be more engaging with my followers and will pursue a better way of del