Creativity and Leadership Tudor Rickards and Susan Moger September 1 th 2015.

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Presentation transcript:

Creativity and Leadership Tudor Rickards and Susan Moger September 1 th 2015

Working definitions Creativity: The process which generates new and valuable ideas [valued in practice] Leadership: The process directed towards influencing the actions and achievements of a wider group Creative leadership: The process which generates new and valued ideas in practice directed towards influencing those actions and achievements

Creative leaders release creativity in self and others The leader’s secret weapon is the application of personal creativity directed towards releasing more creativity in others Leader Creativity Benign structures Creativity Team Factors

Structures to Assist Creativity Developed Paul TorranceAlex Osborn Tony Buzan Edward De Bono Genrich Altshuller

Creative Leadership: The MBS studies (1980s-2011) MBA project team studies (1980s-2000) Longitudinal studies ( ) Leadership and team factors data base (2006 -) Manchester Business School (West)

Project Team Leadership and The Manchester Method The Project Team studies at MBS were part of an educational innovation known as The Manchester Method MBA teams ‘learn while doing’ business projects’ Team tutors began to recognise consistent patterns of success and failure

Three Kinds of Team? A small proportion of teams struggled (‘Teams from Hell’) The majority of the teams achieved the goals set them (‘Standard Teams’) Another minority performed beyond expectations (‘Dream Teams’) ?

A Team Leadership Theory Emerged It proposed two barriers to team success Leaders created new and benign structures for action and change Seven factors are associated with creative leadership and team effectiveness

How the Two-barrier Proposal Modifies Team Development Theory

The Seven Team Factors Influenced by Creative Leadership

The role of benign structures in creative leadership Creative leaders help reconfigure the structures under which team members operate. Team-building structures overcome inter-personal barriers and establish team norms In a ‘dream team’, leadership provides benign structures which transcend established norms

Conclusions Leadership and creativity are more closely linked than has previously been believed Leaders set up benign structures through which teams and organizations achieve unexpectedly creative results Creative organizations embed creative teams and individuals within wider social networks

References : /the-power-of-yes-and-thinking/ Leaders-Monograph-ebook/dp/B00V4WB1VK /students.php