Research ObjectivesThe body of literature on management and leadership focuses primarily on the dynamic nature of common organization. This article complements the abundantly available literature on leadership studies for organizations. The minor intention of this article is to generate forward movement that will inspire other scholars and researchers to focus on the subject of leadership on a much broader level, with more overarching goals in mind. The main objective would be to explore the link between super leadership behavior and creative potential through the generation of ideas for an innovative and creative culture within the organization. Research Questions The research questions in this case are presented as follows: 1. What is the relationship between super leadership and creativity potential?2. How does super leadership motivate an employee to perform at their best level? LITERATURE REVIEW Why move from traditional leadership to super leadership? Super leadership, sometimes also called "Self-Leadership", can be defined as the strategy for leading the others. hidden by directing oneself (Manz & Sims, 2001). The main difference between the traditional management concept of leadership and Super-Leadership is the emphasis on the followers rather than the leader himself, and in particular the belief in improving the followers' ability to lead who are effective self-leaders. Therefore, concisely, super leadership is the way of leading others to lead themselves. As argued by (Sims and Manz, 1996), for super leadership behavior to be implemented, a leader must adopt 10 most significant changes from the traditional approach to leadership in order to evolve towards a super leadership approach are as follows: -1. The leader helps team/group members move from external observation to self-observation.2. Emphasis is placed on moving from designated goals to self-developed goals.3. Organic control is exercised by team/group members, i.e. external reinforcement for changes in task performance to internal reinforcement with an addition of external reinforcement for performance behaviors. self-leadership.4. Leadership prefers motivation techniques based not only on external compensation but also on the natural rewards associated with the job.5. The leader makes the group focus on self-criticism rather than external criticism of the organization, which often creates a bad impact on the team/group members.6. There is a shift from external problem solving to personal problem solving techniques.7. There is a shift from external work assignments to independent assignments.8. Leadership moves from external planning to self-planning and from external task design to task self-design in the eighth stage.9. Any problem or question that arises should be treated as an opportunity rather than a threat by group/team members..