Ikea

In view of setting a valuable organizational direction for employee, Kamprad has frequently harmonized his preferences with the demand of society (Chan et al, 2005). This action has been proved as influencing the employee in intense global competition coupling with his ability to forecast consumer needs (Sweden, 2015). But, his passion towards ‘IKEA Spirit’ is untouchable by which is the willingness to help each other, simplicity and the responsibility and enthusiasm at work as the positive emotion (Salzer, 1994).

Avolio, Gardner, Walumbwa, Luthans and May (2004) have contended positive emotion of authentic leader will improve employee’s psychological capital such as self-esteem, hope and optimism, thus enable flexible and creative thinking. It has demonstrated ‘Doing it a different way’ of Kamprad quote is empowering his co-workers to change the organization in innovation and creativity as the internal characteristic of authentic leadership (Gumusluoglu and Ilsev, 2009).

Consequently, the innovation and creativity (I&C) are the terms of leading the Ikea to be home furnishing business leadership. On this matter, the effort of leading co-workers to be more creative and innovative is the key prosperity of Ikea. In the very first initiative, Ikea has exerted motivation style to encourage the interviewer to speak out I&C concept on the recruitment section (Rudulph, 2015). This can be understood that Ikea treat the both values as the organizational operation vision.

Going into further analysis, this vision is leading every hired co-workers is behaving certain personality and perception of I&C concept before they joining in the Ikea. Based on Csikszentmihalyi’s individual creativity research (1997) (Appendix 1), the external influences is main strategy blueprint of Ikea to change the co-workers from concept into ‘dream comes true’ within creativity. Firstly, there is no strictly supervision exist, only openly and two-way communication to exchange the idea...