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Creative leadership by Gerard Puccio

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Information about Creative leadership by Gerard Puccio
Business & Mgmt

Published on September 15, 2008

Author: Tudor

Source: slideshare.net

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Creativity and Leadership Gerard J. Puccio, Ph.D. International Center for Studies in Creativity Buffalo State - State Unversity of New York

The Creative Problem Solving Model Assessing the Situation Clarification Stage Transformation Stage Implementation Stage Puccio, G. J., Murdock, M. C., & Mance, M. (2007)

CPS: Under Development © Puccio, Murdock, & Mance (2003)

CPS Components and Thinking Skills Assessing the Situation Exploring the Vision Formulating the Challenge Exploring Ideas Formulating Solutions Exploring Acceptance Formulating a Plan Visionary and Strategic Thinking Ideational and Evaluative Thinking Contextual and Tactical Thinking Diagnostic Thinking Puccio, G. J., Murdock, M. C., & Mance, M. (2007)

Thinking & Affective Skills © Puccio, Murdock, & Mance (2003) PROCESS STEP: Assessing the Situation THINKING SKILL: Diagnostic AFFECTIVE SKILLS: • Openness to Ambiguity • Curiosity Exploring the Vision Strategic • Dreaming • Sensitivity to Opportunities Formulating the Challenges Problem-Analytic • Tolerance for Complexity • Sensing Gaps Exploring Ideas Ideational • Playfulness • Intuition Formulating Solutions Evaluative • Affirmative Judgment • Openness to Novelty Exploring Acceptance Contextual • Sensitivity to Environment • Interpersonal Abilities Formulating a Plan Tactical • Persistence • Tolerance for Risks

Exploring the Leadership-Creativity Connection

Creativity: A Core Leadership Competence “ It seems to me that business leaders have much more in common with artists, scientists, and other creative thinkers than they do with managers” Abraham Zaleznik (2003)

“ It seems to me that business leaders have much more in common with artists, scientists, and other creative thinkers than they do with managers”

Abraham Zaleznik (2003)

Creativity: A Path to Developing Effective Leaders “ For business schools to exploit this commonality of dispositions and interests, the curriculum should worry less about the logics of strategy and imposing the constraints of computer exercises and more about thought experiments in the play of creativity and imagination” Abraham Zaleznik (2003)

“ For business schools to exploit this commonality of dispositions and interests, the curriculum should worry less about the logics of strategy and imposing the constraints of computer exercises and more about thought experiments in the play of creativity and imagination”

Abraham Zaleznik (2003)

Fullan on Management & Leadership “ I have never been fond of distinguishing between leadership and management: they overlap and you need both qualities. But here is one difference that it makes sense to highlight: leadership is needed for problems that do not have easy answers. The big problems of the day are complex, rife with paradoxes and dilemmas. For these problems there are no once-and-for-all answers.” (Fullan, 2001, p. 2)

“ I have never been fond of distinguishing between leadership and management: they overlap and you need both qualities. But here is one difference that it makes sense to highlight: leadership is needed for problems that do not have easy answers. The big problems of the day are complex, rife with paradoxes and dilemmas. For these problems there are no once-and-for-all answers.”

Qualities of Complex Social Problems Ill-defined : No single solution path – no right or wrong answer – thus allowing the problem to be defined in a number of ways. Novel : Past experience and knowledge is not sufficient to resolve the present situation, adaptive responses are needed for new or changing situations. Ambiguous : Gaps in information and/or a plethora of information of which only some is relevant.

Ill-defined : No single solution path – no right or wrong answer – thus allowing the problem to be defined in a number of ways.

Novel : Past experience and knowledge is not sufficient to resolve the present situation, adaptive responses are needed for new or changing situations.

Ambiguous : Gaps in information and/or a plethora of information of which only some is relevant.

Positioning a Theory of Leadership based on Capabilities “ These theories ( referring to behavioral style, transformational/charismatic, and leader-member exchange ) all have in common a focus on certain behavior patterns and the implications of these patterns for leader performance. In contrast, however, leadership can be framed not in terms of specific behaviors, but instead in terms of the capabilities, knowledge, and skills that make effective leadership possible.” Mumford et al. (2000)

A Model for the Development of Creative Change Leaders Student of Creativity: Consciously Unskilled Skilled Facilitator Consciously Skilled Creative Change Leader : Unconsciously Skilled Spectator: Unconsciously Unskilled Internalize what you have learned; become a life-long learner Breadth of Impact What You Do to Grow Practice what you are Learning and apply in real-life settings Begin to learn about CPS, psychological diversity, climate, and other aspects of creativity What You Need to Grow Awareness Proficiency Integration ©Puccio, Murdock & Mance (2007)

Vice President Finance & Operations New York City-based foundation active in funding educational, health and other philanthropic initiatives is seeking a VP Finance and Operations. The VPFO will need to be a strategic thinker , effective communicator, and a creative , trustworthy and reliable advisor. The successful candidate will be an analytical and service-orientated team player with strong organizational skills; a person with integrity; a good listener who can bend when necessary and who can work effectively in a professional and dynamic environment; and a person with a commitment to the foundation mission and goals. From The New York Times – Sunday, August 13, 2006

New York City-based foundation active in funding educational, health and other philanthropic initiatives is seeking a VP Finance and Operations.

The VPFO will need to be a strategic thinker , effective communicator, and a creative , trustworthy and reliable advisor.

The successful candidate will be an analytical and service-orientated team player with strong organizational skills; a person with integrity; a good listener who can bend when necessary and who can work effectively in a professional and dynamic environment; and a person with a commitment to the foundation mission and goals.

Executive Director Mid Valley Women’s Crisis Service Salem, Oregon Recruits, hires, trains, supervises, and evaluates all agency staff. Responsible for building and maintaining a collaborative team environment Provides community leadership Formulates plans and policies for fund development – providing creativity in finding and developing resources and partnerships Coordinates strategic planning and long-range goal setting processes Reasoning ability: ability to define problems, solve practical problems and deal with a variety of concrete variables in situations where only limited standardization exists. From YahooJobs August 20, 2006

Recruits, hires, trains, supervises, and evaluates all agency staff.

Responsible for building and maintaining a collaborative team environment

Provides community leadership

Formulates plans and policies for fund development – providing creativity in finding and developing resources and partnerships

Coordinates strategic planning and long-range goal setting processes

Reasoning ability: ability to define problems, solve practical problems and deal with a variety of concrete variables in situations where only limited standardization exists.

Executive Recruiter Carolina First Greenville, South Carolina Responsible for independently delivering recruiting services for Senior Executive and top level exempt positions Qualifications include: strategic, creative, and analytically minded; high level of energy, passion, and commitment to excellence; strong leadership skills, including the ability to inspire and motivate others; strong problem-solving skills, including creativity and innovative thinking combined with a willingness to challenge the status quo and act as a “change agent” From YahooJobs August 20, 2006

Responsible for independently delivering recruiting services for Senior Executive and top level exempt positions

Qualifications include: strategic, creative, and analytically minded; high level of energy, passion, and commitment to excellence; strong leadership skills, including the ability to inspire and motivate others; strong problem-solving skills, including creativity and innovative thinking combined with a willingness to challenge the status quo and act as a “change agent”

Vice President Customer Service Toronto, Canada • Develop creative and actionable value propositions for targeted customers and consumers that will increase revenues, reduce costs and increase position in market place. • Create a world-class customer service process at the client and consumer level through acquiring and developing appropriate talent. • The candidate will be a decisive individual with a passion for creativity, action, and the ability to influence others. • Creativity: this person should have a demonstrated history of developing successful, unique and creative customer service programs. They will have the demonstrated ability to judge what will and will not work. From YahooJobs August 22, 2006

• Develop creative and actionable value propositions for targeted customers and consumers that will increase revenues, reduce costs and increase position in market place.

• Create a world-class customer service process at the client and consumer level through acquiring and developing appropriate talent.

• The candidate will be a decisive individual with a passion for creativity, action, and the ability to influence others.

• Creativity: this person should have a demonstrated history of developing successful, unique and creative customer service programs. They will have the demonstrated ability to judge what will and will not work.

Person Process Environment Product (e.g., theories, solutions to problems, ideas, services, inventions,etc.) Creative Change (e.g., social change, personal change, innovation etc.) Interaction leads to Adoption leads to Creativity: A Systems Model Puccio, Murdock, & Mance, 2007

Person Process Environment Product (e.g., theories, solutions to problems, ideas, services, inventions,etc.) Creative Change (e.g., social change, personal change, innovation etc.) Interaction leads to Adoption leads to Creativity: A Systems Model Puccio, Murdock, & Mance, 2007 LEADERSHIP

Four Fundamental Components of Leadership leadership is a process leadership involves influence leadership occurs within a group context leadership involves goal attainment Northouse, 2004

leadership is a process

leadership involves influence

leadership occurs within a group context

leadership involves goal attainment

Change: The Genetic Link between Creativity and Leadership Creativity : a process that leads to change Leadership : a catalyst for change (Puccio, et al., 2007)

Creativity : a process that leads to change

Leadership : a catalyst for change

(Puccio, et al., 2007)

Thank You Puccio, G. J., Murdock, M. C., & Mance, M. (2007) Creative Leadership: Skills that Drive Change. Thousand Oaks, CA: Sage. www.buffalostate.edu/centers/creativity

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