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Creative Leadership
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Creative Leadership
Skills That Drive Change



November 2006 | 328 pages | SAGE Publications, Inc
Creative thinking is a core competence for change leaders, and research has shown that creative thinking can be enhanced through creative problem solving principles and procedures. This book taps into the more than 50 years of creative problem solving research and application as a powerful means for developing creative change leaders.
 
Acknowledgments
 
Introduction
Who Should Read This Book?

 
How This Book Is Different: Taking a Creative Approach to Leadership

 
 
Part I Foundational Principles for Leaders
 
One. Change, Leadership, and Creativity: The Powerful Connection
Chapter at a Glance

 
Creative Change: It's Not Changing the Baby

 
The Leadership-Creativity Link

 
Creativity: The Necessary Fuel for Change

 
Applying What You've Learned

 
 
Two. Creative Problem Solving: Background and Introduction to the Thinking Skills Model
Chapter at a Glance

 
Getting to Know Creative Problem Solving: Going for the Gold

 
Creative Problem Solving: Some Basic Terms

 
Using Creative Problem Solving: How to, When to

 
Creative Problem Solving: Introducing the Think Skills Model--A Process Map for Finding Your Way to the Gold

 
Dynamic Balance: The Heart of the Creative Problem Solving Process

 
Divergent thinking Skills: Fluency, Flexibility, Elaboration, and Originality

 
Convergent Thinking Skills: Envision and Evaluate

 
Applying What You've LEarned

 
 
Three. Identifying Complex Thinking Skills Associated with the Creative Problem Solving Model
Chapter at a Glance

 
Creative Thinking Skills for Leaders

 
Complex Thinking for Complex Problems: The Creative Problem Solving Model as a Macro Process

 
A Closer Look at the Cognitive and Affective Skills in Creative Problem Solving

 
Applying What You've Learned

 
 
Four. Transforming Your Thinking: Principles for Divergence and Convergence
Chapter at a Glance

 
Diverge and Converge: It's About Thinking and Behaving

 
Principles for Divergent Thinking

 
Principles for Convergent Thinking

 
Allow for Incubation: The Wildcard Principle

 
Applying What You've Learned

 
 
Part II: Thinking Tools for Leaders
 
Five. Assessing the Situation: Tools for Diagnostic Thinking
Chapter at a Glance

 
Diagnostic hinking in Leadership: Gathering and Using Data to Make Informed Decisions

 
The Nature and Purpose of Assessing the Situation

 
Executing Each Step of the Creative Problem Solving Process: A Word About Tools

 
Divergent Thinking Tools for Assessing the Situation

 
Convergent Thinking Tools for Assessing the Situation

 
Getting Around in the Creative Problem Solving Process: Metacognitive Tools for Determining Next Steps

 
Applying What You've Learned

 
 
Six. Exploring the Vision: Tools for Visionary Thinking
Chapter at a Glance

 
Visionary Thinking in Leadership

 
The Nature and Purpose of Exploring the Vision

 
Devergent Thinking tools for Exploring the Vision

 
Convergent Thinking Tools for Exploring the Vision

 
What's Next in the Creative Problem Solving Process?

 
Applying What You've Learned

 
 
Seven. Formulating Challenges: Tools for Strategic Thinking
Chapter at a Glance

 
Strategic Thinking in Leadership

 
The Nature and Purpose of Formulating Challenges

 
Divergent Thinking Tools for Formulating Challenges

 
Convergent Thinking Tools for Formulating Challenges

 
What's Next in the Creative Problem Solving Process?

 
Applying What You've Learned

 
 
Eight. Exploring Ideas: Tools for Ideational Thinking
Chapter at a Glance

 
Ideational Thinking in Leadership

 
The Nature and Purpose of Exploring Ideas

 
Divergent Thinking Tools for Exploring Ideas

 
Convergent Thinking Tools for Exploring Ideas

 
What's Next in the Creative Problem Solving Process?

 
Applying What You've Learned

 
 
Nine. Formulating Solutions: Tools for Evaluative Thinking
Chapter at a Glance

 
Evaluative Thinking in Leadership

 
The Nature and Purpose of Formulating Solutions

 
Divergence and Convergence in Formulating Solutions: It's a Brand New Game

 
What's Next in the Creative Problem Solving Process?

 
Applying What You've Learned

 
 
Ten. Exploring Acceptance: Tools for Contextual Thinking
Chapter at a Glance

 
Contextual Thinking in Leadership

 
The Nature and Purpose of Exploring Acceptance

 
Divergent Thinking tools for Exploring Acceptance

 
Convergent Thinking tools for Exploring Acceptance

 
What's Next in the Creative Problem Solving Process?

 
Applying What You've Learned

 
 
Eleven. Formulating a Plan: Tools for Tactical Thinking
Chapter at a Glance

 
Tactical Thinking in Leadership

 
The Nature and Purpose of Formulating a Plan

 
Divergent Thinking Tools for Formulating a Plan

 
Convergent Thinking Tools for Formulating a Plan

 
What's Next in the Creative Problem Solving Process?

 
Applying What You've Learned

 
 
Part III: Additional Factors that Influence Leaders
 
Twelve. Psychological Diversity: Leading People with Different Creativity Styles
Chapter at a Glance

 
Psychological Diversity and Leadership Effectiveness

 
Kirton Adaptor-Innovator Theory: Two Distinct and Valuable Approaches to Creativity and Change

 
FourSight: Understanding How People Engage in the Creative Process

 
Applying What You've Learned

 
 
Thirteen. Building a Climate for Creativity: How Leadership Sets the Tone
Chapter at a Glance

 
Introduction: Some Basics About Climate

 
The Leadership-Climate Connection

 
Creative Climate in Organizations: What to Look for

 
Final Thoughts for Leaders

 
Applying What You've Learned

 
 
Conclusion
Developing Creativity for Leadership

 
Where to Begin?

 
A Model for Developing Creativity in Leadership

 
Where Do You Go From Here?

 
Some Closing Thoughts

 
 
Case Studies
Becoming a Creative Change LEader

 
Internalizing Creativity in an Organization

 
Creative Climate

 
 
References
 
Name Index
 
Subject Index
 
About the Authors

For instructors

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Hardcover
ISBN: 9781412913799
£83.00